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Until recently, the vast majority of leadership research has been leader-focused, examining leader characteristics and behaviors that make for effective leadership. A more recent shift towards followership "reverses the lens" by focusing on how followers' perceptions of their role in the leadership process affects the leaders' effectiveness. Servant leadership is a follower-focused leadership style in which the leader's main goal is to selflessly serve followers' needs first and foremost. This study examined the relationships between five personal characteristics and preference for servant leadership, and the mediating effect of followers' implicit leadership theories (ILTs) and implicit followership theories (IFTs) on those relationships. Participants included undergraduate and graduate students who participated as part of an extra credit class assignment. Data were gathered in three phases, each of which were two weeks apart, with the personality characteristic variables being collected in phase 1, the implicit leadership and followership theories at phase 2, and the dependent variable, preference for servant leadership, collected at phase 3. After conducting a factor analysis to evaluate the co-production of leadership scale developed for this thesis, multiple regression analyses were conducted to test hypotheses concerning direct predictors of servant leader preference, and bootstrap analyses were used to test the mediation hypotheses. Additional exploratory analyses included data on the dichotomous choice of the servant leader versus the other leadership styles presented. The results of this study showed limited support that personal characteristics and values are useful in predicting servant leadership preference. Nevertheless, some insights were gained regarding personal characteristics that predicted preference for servant leadership, particularly with regard to proactive personality. In addition, the findings clarified the relationship between co-production of leadership beliefs (IFTs) and prototypical ILTs and anti-prototypical ILTs. Followers who held strong co-production of leadership beliefs also held prototypical ILTs. Conversely, those who held weaker co-production of leadership beliefs held anti-prototypical ILTs. Results suggest that although the characteristics examined in this study were not strong predictors of preference for servant leadership, some characteristics are important and should be examined further. Additional research in this area will expand our understanding of how follower characteristics and context impact preference for a leadership style, allowing for a more holistic understanding of the leadership process.
As the leadership field continues to evolve, there are many reasons to be optimistic about the various theoretical and empirical contributions in better understanding leadership from a scholarly and scientific perspective. The Oxford Handbook of Leadership and Organizations brings together a collection of comprehensive, state-of-the-science reviews and perspectives on the most pressing historical and contemporary leadership issues - with a particular focus on theory and research - and looks to the future of the field. It provides a broad picture of the leadership field as well as detailed reviews and perspectives within the respective areas. Each chapter, authored by leading international authorities in the various leadership sub-disciplines, explores the history and background of leadership in organizations, examines important research issues in leadership from both quantitative and qualitative perspectives, and forges new directions in leadership research, practice, and education.
This reference work offers comprehensive perspectives on servant leadership. Featuring a cadre of leading world-class scholars, practitioners, and contributing authors from diverse fields of inquiry, it aims to collate research on servant leadership with a particular focus on its moral and spiritual dimensions.It is divided into sections that center on topics such as character, philosophical influences, diversity and inclusion, critiques of servant leadership as well as examples of servant leaders Though first introduced in the 1970 by Robert Greenleaf, the field of servant leadership is still lacking consensus on a definition and a theoretical framework. The goal of this reference work is to begin to fill this gap by assembling the scholarship of the top scholars in this field and providing a go-to source for information on the theory and practice of servant leadership. This handbook will serve as an essential resource for researchers, scholars, and students of organizational behavior, human resource management, and business ethics, as well as consultants and business leaders interested in discovering the best leadership models to suit contemporary organizations.
This book asks the crucial question: When does high performance supervision become abusive supervision? As more organizations push to adopt high performance work practices (HPWP), the onus increasingly falls on supervisors to do whatever it takes to maximize the productivity of their work teams. In this rigorous, research-based volume, international contributors offer insight into how and when seemingly-beneficial workplace practices cross the line from motivation to abuse. By reviewing critical issues in both high performance work practices and abusive supervision, it illuminates the crossover between these two modes of work, and forges a path for future scholarship.
The purpose of this study is to explore relationships between two dominant yet theoretically distinct perspectives of leadership, namely servant leadership (Greanleaf, 1977; Spears, 1998) and transformational leadership (Bass & Avolio, 1994). Data about leadership are drawn from self-reported surveys of employees from the health care services sector. Employees assessed the leadership qualities of their supervisors using the Multifactor Leadership Questionnaire (MLQ form 5x-short), Organizational Leadership Assessment (OLA), Leadership Trust Inventory, and the Job Diagnostic Survey. A total of 196 respondents completed the survey. Using correlational methods including chi square and spearman rho tests, a series of findings indicate that a high degree of correlation among two leadership theories. Specifically, the concepts of servant leadership, and transformational leadership correlated with one another (rho = .781), which suggests a positive relationship between the two leadership approaches. Two additional validity assessments, leadership trust and job satisfaction, were also found to be positively correlated with the leadership measure. Trust correlated positively with both servant and transformational leadership (rho = ,773; rho = .767), again suggesting that both leadership approaches contain similar characteristics that are deemed trustworthy by followers. Interestingly, job satisfaction had a lower level of correlation with trust, servant leadership and transformational leadership (rho = .466; rho = .422; rho =.454) suggesting that other variables may also have an impact on job satisfaction in addition to leadership style.
This title brings together a collection of comprehensive, state-of-the-science reviews and perspectives on the most pressing historical and contemporary leadership issues - with a particular focus on theory and research - and looks to the future of the field.
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