Literature Review Resources
Number Article Information Added to RefWorks? (Y or N)
Bibliographic Information
Abu Bakar, H., & McCann, R. M. (2016). The mediating effect of leader–member dyadic communication style agreement on the relationship between servant leadership and group-level organizational citizenship behavior. Management communication quarterly, 30(1), 32-58. Doi:10.1177/0893318915601162
Link http://journals.sagepub.com/doi/pdf/10.1177/0893318915601162
Annotation
Communication is very essential for effective leadership. These authors give a leader- member binary communication in which communication technique mediates the connection between servant leadership and organizational citizenship behavior. Further, the authors test the proposed framework using data collected from five hundred and ten workers and fifty nine work groups from Malaysian firms. The findings from the data made the scholars to corroborate the proposed framework and give empirical backing for the core functions of communication exchange procedures in teams.
The study concludes that servant leadership is connected to leaders-subordinates dyadic communication styles in companies. Also, the results also show that the communication mediates the relationship between servant leadership and group-level organization citizenship behaviors.
Bibliographic Information
Chen, Z., Zhu, J., & Zhou, M. (2015). How does a servant leader fuel the service fire? A multilevel model of servant leadership, individual self-identity, group competition climate, and customer service performance. Journal of applied psychology, 100(2), 511. Doi:10.1037/a0038036
Link
http://web.a.ebscohost.com/ehost/detail/detail?vid=8&sid=b5b8c688-a794-4694-ab31-c71c3697d474%40sessionmgr4008&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#AN=101436000&db=bth
Annotation
This study builds on the social identity model to give a cross-level process framework. The model depicts how servant leadership influences the front-line workers’ service performance in regards to service quality and customer-oriented prosocial and citizenship behaviors.
The study uses a sample of two hundred and thirty eight and four hundred and seventy customers from thirty salons. The data the hair stylists’ self-identity implanted in the team. The authors conclude that self-efficacy and group identification partly mediated the desirable outcomes of servant leadership on employees’ service performance. These effects are considered as perceived by customers and consider the effects of transformational leadership as well. Also, the authors conclude that group competition climate boosts the connection between service performance and self-efficacy.
Bibliographic Information
Chiniara, M., & Bentein, K. (2016). Linking servant leadership to individual performance: Differentiating the mediating role of autonomy, competence and relatedness need satisfaction. The leadership quarterly, 27(1), 124-141. Doi:10.1016/j.leaqua.2015.08.004
Link
http://search.ebscohost.com/login.aspx?direct=true&db=bth&AN=111978708&site=ehost-live
Annotation
This study seeks to fill the research niche on latent psychological processes that are activated to boost work performance through servant leadership. The authors accept the significance of the practice of servant leadership. The study uses the autonomous motivational model of self-determination theory’s basic psychological needs. The authors use this model to explain that, through the people-focusedness of servant leadership, leaders are able to develop their workers’ relatedness, autonomy and competency. In this way, leads to employee satisfaction and fuels productivity and organizational citizenship behaviors.
The study collects data from two hundred and forty seven participants who were worker-supervisor dyads from a Canadian firm. Using the structural equation technique the study results signal that servant leadership strongly predicts autonomy need satisfaction mediates the connection between servant leadership and task performance and organizational citizenship behavior. In the same way, competence need satisfaction mediates the outcomes of servant leadership on relatedness and task performance. The need satisfaction mediates the outcomes of servant leadership on individual and organizational corporate citizenship behaviors.
Bibliographic Information
Gandolfi, F., Stone, S., & Deno, F. (2017). Servant leadership: An ancient style with 21st century relevance. Revista de management comparat international, 18(4), 350-361. Retrieved from http://rmci.ase.ro/no18vol4/01.pdf
Link
http://rmci.ase.ro/no18vol4/01.pdf
Annotation
The authors agree that servant leadership has ancient history which has been revitalized in contemporary contexts and organizations (Gandolfi, Stone & Deno, 2017). The concept of servant leadership, as at is, is at the crucial point of recognition and acknowledgement. These authors attempt to elaborate what servant leadership is and what it is not.
These authors posit that servant still lacks general agreement on the theoretical foundation/framework and definition. Also, there lacks sufficient measurement methods for servant leadership. The authors advise on continued efforts to define and operationalize servant leadership.
The dichotomous aspect of servant leadership brings the general confusion of what it really is about (Gandolfi, Stone & Deno, 2017). The authors delineate servant leadership as a difficult approach to leadership which essentially entails leaders who empower and help their subordinates to achieve their optimal potential. There is a very high connection between transformational and servant leadership that both leverage on leader-member exchange to achieve organizational goals and strategies.
This article is basically a review of empirical and relevant literature to depict the history and the path of servant leadership towards corporate acceptance. The authors combine previous models to with a through measurement system to give servant leadership’s course in to organizational recognition. The study gives why servant leadership works and how it can be measured to enhance corporate performance.
Servant leadership is an effective and desirable organizational leadership technique and style (Gandolfi, Stone & Deno, 2017). It has direct connection to positive employee engagement (Gandolfi, Stone & Deno, 2017). Servant leadership is an interactive leadership style that helps in the attainment of company goals and objectives. It is a selfless way of leading that puts others first and ensures moral and ethical leadership and behavior (Gandolfi, Stone & Deno, 2017). These authors indicate the eight measures and dimensions of servant leadership as empowerment, courage standing back, stewardship, humility, authenticity, accountability and forgiveness. In their conclusion, these authors explain that servant leadership is a highly desirable and a very auspicious leadership style.
Bibliographic Information
Hoch, J. E., Bommer, W. H., Dulebohn, J. H., & Wu, D. (2016). Do ethical, authentic, and servant leadership explain variance above and beyond transformational leadership? A meta-analysis. Journal of management, 44(2), 1-12. Doi: 10.1177/0149206316665461
Link
http://journals.sagepub.com/doi/pdf/10.1177/0149206316665461
Annotation
This study takes a meta-analytic study approach. The authors compare ethical, servant and authentic leadership approaches with transformational leadership in connection to organizationally appropriate measures. According to the authors, these three leadership techniques are important emerging contemporary leadership forms which notable prioritize ethics and morality. The meta-analyses strive to give a complete evaluation of authentic, ethical and servant leadership forms and their relationship with the variables given in the examined literatures (Hoch et al., 2016). In addition, the study provides relative weights analyses to assess the individual input of each of the three leadership methods against that of transformational leadership.
Further, the authors test the respective performance of each of the three leadership forms in elucidating accumulative variance, beyond transformational leadership in nine outcomes. The authors conclude that there is a high connection between authentic and ethical leadership forms to transformational leadership. Also, the study depicts servant leadership as a strong stand-alone technique. In this way, the authors postulate that servant leadership can aid leadership scholars in explaining varying organizational outcomes. Notably, the authors call for further research on these three leadership forms to ensure the best organizational outcomes at all times.
Bibliographic Information
Lapointe, É., & Vandenberghe, C. (2018). Examination of the relationships between servant leadership, organizational commitment, and voice and antisocial behaviors. Journal of business ethics, 148(1), 99-115. Doi: 10.1007/s10551-015-3002-9
Link
http://web.a.ebscohost.com/ehost/pdfviewer/pdfviewer?vid=13&sid=b5b8c688-a794-4694-ab31-c71c3697d474%40sessionmgr4008
Annotation
These authors aim at assessing the relationships between servant leadership and organizational commitment, voice and antisocial behaviors. In so doing, the authors posit that affective commitment is positively connected to voice behaviors and mediates the relationship between servant leadership and voice behaviors. To do this, data was analyzed from 181 participants who were customer service employees from five different Canadian firms.
As per the literature review of the study, servant leadership is all about helping and empowering others. It also involves creating value for the community, conceptual skills and putting others first (Lapointe & Vandenberghe, 2018).Servant leadership prioritizes serving over leading. It is through servant leadership that strong and effective relationships are built and maintained.
The findings of the study imply that servant leadership influences the nature and strength of workers’ relationships. Moreso, servant leadership yields job satisfaction, affective commitment, normative commitment and perceived sacrifice commitment. The authors posit that the concept of servant leadership is still at infancy thus recommending an examination on how normative and affective commitment intercedes in the outcomes of servant leadership. Hence, the findings ratify the study hypothesize to show that servant leadership bolsters voice behaviors and mitigates the antisocial behaviors in an organization.
Notably, the authors acknowledge that the study cannot deduce causal inferences concerning the connection between the variables. The aspect of common method variance in the study was mitigated through the use of both customer service employees as well as their supervisors/managers.
The authors advocate for targeted training and mentoring programs to give priority to servant leadership. In addition, performance appraisal systems must stress on serving as a compulsory managerial evaluation criterion.
Bibliographic Information
Michel, E. J., & Wayne, S. J. (2016, January). A spillover-crossover model of servant leader family support and subordinate family-work outcomes. Academy of management proceedings, 2016(1), p. 17215. Doi:10.5465/AMBPP.2016.17215
Link http://proceedings.aom.org/content/2016/1/17215?cited-by=yes&legid=amproc;2016/1/17215
Annotation
This study takes a unique approach by providing spillover-crossover model with servant leadership. These authors use this spillover-crossover framework to explain how supervisor leadership attitudes and behaviors and attitudes towards work-family interface. The authors use the model to family-work studies. The framework proposed in this study helps to enable a spillover from the leader’s family domain to the leader’s work domain. This study postulates that servant leadership extends beyond work and in to the work domain.
The study uses a sample of one hundred and eighty eight matched supervisors-subordinates duos from a national restaurant chain. The findings of the study anchored the theorized model. The authors indicate that family supportive supervisor behavior is a crossover technique which mediates the connection between family-work conflict and family-work enrichment.
Bibliographic Information
Rego, A., & Simpson, A. V. (2018). The perceived impact of leaders’ humility on team effectiveness: an empirical study. Journal of business ethics, 148(1), 205-218. Doi: 10.1007/s10551-015-3008-3
Link
http://web.a.ebscohost.com/ehost/pdfviewer/pdfviewer?vid=19&sid=b5b8c688-a794-4694-ab31-c71c3697d474%40sessionmgr4008
Annotation
This study seeks to evaluate the perceived outcome of leaders’ humility on the effectiveness of teams and further shows how balanced processing of information mediates this relationship. In addition, the study also authenticates previous literature on the importance of using other-reports instead of self-report to assess humility. Notably, the authors highlight the necessity in adding including humility in the authentic leadership research.
According to these scholars, humility had been previously mistaken for a weakness in leadership context. In the recent years, however, this misconception has been slowly cleared to depict humility as a determinant for leadership effectiveness (Rego & Simpson, 2018). The authors go on to define humility and its operationalization. Humility is low self-focus, modesty and ability to own up to one’s mistakes (Rego & Simpson, 2018).
The authors expressly indicate that the study uses empirical studies within the framework of a leadership development program (Rego & Simpson, 2018). The study uses ninety six middle-level managers from various companies and who were all participants in a leadership development program. The authors apply three procedures to ensure elimination of common method variance. The study gives the concerning the raters. Also, the authors note the use of cross-sectional correlational study as a potential limitation. However, the cautionary research approach help overcome this barrier to ensure successful study. The authors conclude that leaders’ humility is linked to balanced processing behaviors and thus influences team effectiveness.
Bibliographic Information
Song, C., Park, K. R., & Kang, S. W. (2015). Servant leadership and team performance: The mediating role of knowledge-sharing climate. Social behavior and personality: An international journal, 43(10), 1749-1760. Doi:10.2224/sbp.2015.43.10.1749
Link
http://content.ebscohost.com/ContentServer.asp?T=P&P=AN&K=111059573&S=R&D=aph&EbscoContent=dGJyMNLr40SeqLU4y9fwOLCmr1Cepq5Ssqe4SrKWxWXS&ContentCustomer=dGJyMPGntUmxrbRMuePfgeyx44Dt6fIA
Annotation
Song, Park and Kang (2015) fixate team performance and servant leadership. These authors explain servant leadership as the antecedent of a knowledge-sharing climate. In the same way, the authors seek to show the interceding role of knowledge sharing climate in the relationship between team performance and servant leadership. The authors highlight that servant leadership is highly characterized by interpersonal acceptance, humility, stewardship, authenticity, empowerment and providing direction. Notably, the study is founded on the social exchange and the social learning theories.
The study participants involved 2,965 direct sales representatives from 77 teams from a South Korean cosmetics company. The authors acknowledge that this company used in the study was the best representation of similar organisations in South Korea (Song, Park and Kang, 2015). The findings from the study confirmed the authors’ hypothesis that servant leadership is closely linked to team performance and that knowledge-sharing climate serves as a precursor to this relationship. Keen note is that the authors posit the uniqueness of this study as no previous study gives empirical proof that knowledge sharing climate mediates the relationship between team effectiveness and servant leadership.
Also, the authors highlight the use of team-level variables rather than individual-based outcomes. The authors give generalizability as a possible limitation to the study (Song, Park and Kang, 2015). Hence, the study is restricted in occupation, industry and nation (Song, Park and Kang, 2015). Notwithstanding, the authors note that the study was successful and may help firms emphasize on servant leadership in their teams to ensure knowledge sharing organizational climate.
Bibliographic Information
Van Dierendonck, D., & Patterson, K. (2015). Compassionate love as a cornerstone of servant leadership: An integration of previous theorizing and research. Journal of business ethics, 128(1), 119-131. Doi:10.1007/s10551-014-2085-z
Link
http://content.ebscohost.com/ContentServer.asp?T=P&P=AN&K=102012554&S=R&D=bth&EbscoContent=dGJyMNLr40SeqLU4y9fwOLCmr1Cepq5Ssqi4TLeWxWXS&ContentCustomer=dGJyMPGntUmxrbRMuePfgeyx44Dt6fIA
Annotation
These authors acknowledge the popularity and importance of servant leadership. The article introduces the aspect of compassionate love as the foundation of servant leadership. The authors note that the study takes a virtue outlook to depict how servant leadership enhances significant and maximum human functioning and corporate responsibility. Essentially, the authors stipulate that compassionate love yields virtuous attitude which in turn encourages servant leadership behavior in terms of empowerment, giving direction, authenticity and stewardship.
Servant leadership concentrates on the followers and emphasizes on meeting the needs of other people (Van Dierendonck & Patterson, 2015). It takes effective communication for servant leaders to comprehend the needs and desires of other people (Van Dierendonck & Patterson, 2015). The article is an extension of the caring perspective with a fixation on compassionate love as an antecedent of servant leadership. Van Dierendonck & Patterson (2015) explain of compassionate love, as an antecedent of servant leadership, with the aid of a conceptual model. The model clearly illustrates that compassionate love leads to virtuous characteristics which in turn yields servant-leader behavior which yields follower well-being. These authors use a meta analytic approach whereby the study is an integration of previous related studies. The authors use the conceptual model in the study to blend empirical ad theorizing relevant researches in to one overall framework. Hence, the study serves as an elaborative conceptual extension of recent theoretical frameworks on servant leadership with compassionate love. Practically, the proposed model contributes to responsible and successful organizations (Van Dierendonck & Patterson, 2015). The authors conclude that servant leadership offers a contemporary approach which enables both leaders and followers to be virtuous, moral and humane. Keen to note is that these authors advocate for future research on the study to establish valid and reliable measures on compassionate love for leadership to test the model.
References
Abu Bakar, H., & McCann, R. M. (2016). The mediating effect of leader–member dyadic communication style agreement on the relationship between servant leadership and group-level organizational citizenship behavior. Management communication quarterly, 30(1), 32-58. Doi: 10.1177/0893318915601162
Burton, L. J., Welty Peachey, J., & Wells, J. E. (2017). The role of servant leadership in developing an ethical climate in sport organizations. Journal of sport management, 31(3), 229-240. Doi: 10.1123/jsm.2016-0047
Chen, Z., Zhu, J., & Zhou, M. (2015). How does a servant leader fuel the service fire? A multilevel model of servant leadership, individual self-identity, group competition climate, and customer service performance. Journal of applied psychology, 100(2), 511-519. Doi: 10.1037/a0038036
Chiniara, M., & Bentein, K. (2016). Linking servant leadership to individual performance: Differentiating the mediating role of autonomy, competence and relatedness need satisfaction. The leadership quarterly, 27(1), 124-141. Doi:10.1016/j.leaqua.2015.08.004
Gandolfi, F., Stone, S., & Deno, F. (2017). Servant leadership: An ancient style with 21st century relevance. Revista de management comparat international, 18(4), 350-361. Retrieved from http://rmci.ase.ro/no18vol4/01.pdf
Hoch, J. E., Bommer, W. H., Dulebohn, J. H., & Wu, D. (2016). Do ethical, authentic, and servant leadership explain variance above and beyond transformational leadership? A meta-analysis. Journal of management, 44(2), 1-12. Doi: 10.1177/0149206316665461
Lapointe, É., & Vandenberghe, C. (2018). Examination of the relationships between servant leadership, organizational commitment, and voice and antisocial behaviors. Journal of business ethics, 148(1), 99-115. Doi: 10.1007/s10551-015-3002-9
Michel, E. J., & Wayne, S. J. (2016). A spillover-crossover model of servant leader family support and subordinate family-work outcomes. Academy of management proceedings, 2016(1), p. 17215. Doi:10.5465/AMBPP.2016.17215
Rego, A., & Simpson, A. V. (2018). The perceived impact of leaders’ humility on team effectiveness: an empirical study. Journal of business ethics, 148(1), 205-218. Doi: 10.1007/s10551-015-3008-3
Song, C., Park, K. R., & Kang, S. W. (2015). Servant leadership and team performance: The mediating role of knowledge-sharing climate. Social behavior and personality: an international journal, 43(10), 1749-1760. Doi:10.2224/sbp.2015.43.10.1749
Van Dierendonck, D., & Patterson, K. (2015). Compassionate love as a cornerstone of servant leadership: An integration of previous theorizing and research. Journal of business ethics, 128(1), 119-131. Doi: 10.1007/s10551-014-2085-z