the servant as leader citation

In-text: (Patients Come Second, Employees Come First, 2012). This review deals with the historical background of servant leadership, its key characteristics, the available measurement tools, and the results of relevant studies that have been conducted so far. AUTHORS: Gabriel Kofi Boahen Nsiah. This paper elaborates on conceptual, empirical and practical arguments why corporations need to focus on their social dimensions, in order to further enhance organizational performance. The squared multiple correlation value for CT6 was .203 and SL14 was .245, and both were consequently removed from the analysis. As Greenleaf (1977) pointed out, trust is the foundation of legitimacy in leadership. Exploring the differential mechanisms linking servant leadership and transformational leadership to followers outcomes, The cross-cultural invariance of the servant leadership survey: A comparative study across eight countries, CEO charismatic leadership: Levels-of-management and levels-of-analysis effects, Servant leadership, procedural justice climate, service climate, employee attitudes, and organizational citizenship behavior: A cross-level investigation, The role of mentor trust and protégé internal locus of control in formal mentoring relationships, Job satisfaction and organizational commitment as predictors of organizational citizenship and in-role behaviors, Examining the effects of trust in leaders: A bases-and-foci approach, Supervisory procedural justice effects: The mediating roles of cognitive and affective trust, An identification perspective of servant leadership’s effects. These are the sources and citations used to research Servant Leadership. Leader Purposefulness within Servant Leadership: Examining the Effect of Servant Leadership, Leader Follower-Focus, Leader Goal-Orientation, and Leader Purposefulness in a Large U.S. Healthcare Organization. A Servant Leader shares power, puts the needs of the employees first and helps people develop and perform as highly as possible. Servant leadership is positioned as a new field of research for leadership scholars.

Social exchange theory views the social behavior of individuals as a result of exchanges in both economic and social outcomes (Lambe et al., 2001).

On the contrary, Zhu et al. This chapter is an attempt to explain why and to suggest how. We grand-mean-centered all the main variables of this study (Hofmann & Gavin, 1998). Affective trust was measured with five items and cognitive trust with six items developed by McAllister (1995). New York: Paulist Press, 1977. 38–39). Studying the mediating role of affective trust on transformational leadership, Zhu et al.

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