Defining and Measuring Servant Leadership Behaviour in Organizations
Abstract
abstract This paper examines the development and initial validation of a multidimensional measure of servant leadership behaviour (Servant Leadership Behaviour Scale). Both qualitative and quantitative studies are reported to establish preliminary psychometric properties for the new 35‐item, six‐dimension measure. The resultant servant leadership model is characterized by its service orientation, holistic outlook, and moral‐spiritual emphasis, thereby extending current models of servant leadership and existing works on contemporary leadership approaches. Theoretical contributions, practical implications, and future research directions are discussed in the concluding section of the paper.
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2008 is significant in servant leadership research because the Sendjaya et al. and Liden et al. measures were published and the first publications using Ehrhart's measure appeared.
“2008 is significant in servant leadership research as it when the Sendjaya, Sarros, and Santora (2008) and the Liden, Wayne, Zhao, and Henderson (2008) measures were published, and we saw the first publications using the Ehrhart's (2004) measure”
From Servant Leadership: A systematic review and call for future research (2019) · cites this paper as Sendjaya, Sarros, and Santora (2008)
The intercorrelations between Sendjaya et al.'s dimensions ranged between .66 and .87, which is a matter of concern for the proposed multi-dimensional structure.
“The intercorrelations between the dimensions ranged between .66 and .87, which is a matter of concern for the proposed multi-dimensional structure.”
From The Servant Leadership Survey: Development and Validation of a Multidimensional Measure (2011) · cites this paper as Sendjaya et al. (2008)
Sendjaya et al.'s study does not provide information on the solidity of the hypothesized six-dimensional structure; they only tested the one-dimensionality of each of the six core dimensions separately.
“Regretfully, their study does not provide information on the solidity of the hypothesized six-dimensional structure. The authors only tested the one-dimensionality of each of the six core dimensions separately.”
From The Servant Leadership Survey: Development and Validation of a Multidimensional Measure (2011) · cites this paper as Sendjaya et al. (2008)
Sendjaya et al. introduced an instrument consisting of 35 items representing 22 characteristics divided over six scales.
“A few years ago, Sendjaya et al. (2008) introduced an instrument consisting of 35 items representing 22 characteristics divided over six scales.”
From The Servant Leadership Survey: Development and Validation of a Multidimensional Measure (2011) · cites this paper as Sendjaya et al. (2008)
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Cited by
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Servant Leadership: A Review and Synthesis
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“Recently, Sendjaya et al. (2008) came up with an instrument consisting of 35 items representing 22 characteristics divided over six core dimensions.”
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“Han et al. (2010) used multiple dimensions and definitions of servant leadership in Western literature including but not limited to: Barbuto and Wheeler (2006); Liden et al. (2008); Ehrhart (2004); and Sendjaya et al. (2008).”
BackgroundMethodThe Servant Leadership Survey: Development and Validation of a Multidimensional Measure
van Dierendonck, D., & Nuijten, I. (2011) · Journal of Business and Psychology · doi:10.1007/s10869-010-9194-1 · Cited by 920 · see citing works
“A few years ago, Sendjaya et al. (2008) introduced an instrument consisting of 35 items representing 22 characteristics divided over six scales.”
BackgroundRecalculation of the Critical Values for Lawshe’s Content Validity Ratio
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“In doing so, we extend recent theoretical explications of servant leadership (e.g., Barbuto & Wheeler, 2006; Parolini et al., 2009; Sendjaya et al., 2008) in a richer theoretical and practical direction by empirically examining personality antecedents of servant leadership as well as follower and organizational outcom…”
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“…leadership has been measured in numerous ways in prior empirical research (Barbuto and Wheeler, 2006; Ehrhart 2004; Laub 1999; Liden et al. 2008; Sendjaya et al. 2008), and there is no overall consensus regarding the exact behaviors that constitute servant leadership (Parris and Welty Peachey…”
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“…to develop followers), intentions (e.g., willingness to sacrifice for others), and values (e.g., employing ethically justifiablemeans) generate followers' respect and loyalty (Liden et al., 2008; Neubert et al., 2008; Sendjaya et al., 2008; van Dierendonck, 2011; Walumbwa, Hartnell, & Oke, 2010).”
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“A covenantal relationship is developed by accepting individuals as they are, engaging with C© 2015 British Academy of Management and John Wiley & Sons Ltd. them as equal partners, and displaying openended communication and trust (Sendjaya et al. 2008).”
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“Often, at this stage, the items are reviewed by a panel of experts, such as those consulted by Sendjaya, Sarros, and Santora (2008) when developing their scales measuring servant leadership.”
BackgroundServant leadership as antecedent of trust in organizations
Sendjaya, S., & Pekerti, A. (2010) · Leadership & Organization Development Journal · doi:10.1108/01437731011079673 · Cited by 352 · see citing works
“…verified in earlier studies, in which content validity was established through extensive reviews of the literature from pertinent fields such as religious theology, and organizational leadership; content analysis of interview data; and content expert validation (see Sendjaya et al., 2008).”
BackgroundMethodInfluentialSelf-citationResponsible Leadership: Pathways to the Future
Pless, N. M., & Maak, T. (2011) · Journal of Business Ethics · doi:10.1007/s10551-011-1114-4 · Cited by 315 · see citing works
“However, though responsible leadership shares with servant leadership the idea of service beyond self-interest, the responsible leader does not pursue ‘‘self-sacrificial servanthood’’ (Sendjaya et al. 2008, p. 405), just for the sake of serving followers and developing their own good.”
BackgroundPless, N. M., Maak, T., & Waldman, D. A. (2012) · Academy of Management Perspectives · doi:10.5465/amp.2012.0028 · Cited by 270 · see citing works
Hackett, R. D., & Wang, G. (2012) · Management Decision · doi:10.1108/00251741211227564 · Cited by 250 · see citing works
Servant leadership across cultures
Mittal, R., & Dorfman, P. W. (2012) · Journal of World Business · doi:10.1016/j.jwb.2012.01.009 · Cited by 267 · see citing works
Reed, L. L., Vidaver‐Cohen, D., & Colwell, S. R. (2011) · Journal of Business Ethics · doi:10.1007/s10551-010-0729-1 · Cited by 233 · see citing works
Sousa, M., & van Dierendonck, D. (2015) · Journal of Business Ethics · doi:10.1007/s10551-015-2725-y · Cited by 238 · see citing works
“While some measures (e.g., Liden et al. 2008; Sendjaya et al. 2008) put a stronger focus on moral, ethical, and service-oriented dimensions, a closer look at other servant leadership measures shows more or less explicitly these 14 M. Sousa, D. van Dierendonck two sides of humble service and…”
BackgroundLing, Q., Lin, M., & Wu, X. (2015) · Tourism Management · doi:10.1016/j.tourman.2015.07.008 · Cited by 232 · see citing works
Servant leadership, trust, and the organizational commitment of public sector employees in China
MIAO, Q., NEWMAN, A., SCHWARZ, G., & XU, L. (2014) · Public Administration · doi:10.1111/padm.12091 · Cited by 225 · see citing works
“Servant leaders work to develop their followers to their greatest potential by serving as role models who exhibit ethical behavior, provide support, and build self-confidence (Sendjaya et al. 2008).”
BackgroundThe Functions of a Servant Leader
Coetzer, M. F., Bussin, M. H. R., & Geldenhuys, M. (2017) · Administrative Sciences · doi:10.3390/admsci7010005 · Cited by 234 · see citing works
“This is similar to the responsibilities of a servant leader to provide the support [18,37,46], job clarity [43], information [17,43], communication [17], participation [17,18,24], and growth opportunities [17,18,39,40,42,49,59,60].”
BackgroundMethodInfluentialExamining the Impact of Servant Leadership on Sales Force Performance
Jaramillo, F., Grisaffe, D. B., Chonko, L. B., & Roberts, J. A. (2009) · Journal of Personal Selling & Sales Management · doi:10.2753/pss0885-3134290304 · Cited by 219 · see citing works
Neubert, M. J., Hunter, E. M., & Tolentino, R. C. (2016) · The Leadership Quarterly · doi:10.1016/j.leaqua.2016.05.005 · Cited by 214 · see citing works
C.H. Chan, S., & Mak, W.-M. (2014) · Personnel Review · doi:10.1108/pr-08-2011-0125 · Cited by 209 · see citing works
Servant leadership versus transformational leadership in voluntary service organizations
Schneider, S. K., & George, W. M. (2011) · Leadership & Organization Development Journal · doi:10.1108/01437731111099283 · Cited by 210 · see citing works
Lapointe, É., & Vandenberghe, C. (2015) · Journal of Business Ethics · doi:10.1007/s10551-015-3002-9 · Cited by 226 · see citing works
“Several scales of servant leadership are available in the literature (e.g., Ehrhart 2004; Liden et al. 2008, 2015; Sendjaya et al. 2008; van Dierendonck and Nuijten 2011).”
BackgroundServant leadership and follower job performance: The mediating effect of public service motivation
SCHWARZ, G., NEWMAN, A., COOPER, B., & EVA, N. (2016) · Public Administration · doi:10.1111/padm.12266 · Cited by 201 · see citing works
“…may arise if employees feel that their desire to serve others is being exploited by the leader for the organization’s gain, given that the servant leader shares values that are congruent with his or her followers and looks to nurture these values within them on a daily basis (Sendjaya et al. 2008).”
BackgroundInfluentialTheoretical Development and Empirical Examination of a Three-Roles Model of Responsible Leadership
Voegtlin, C., Frisch, C., Walther, A., & Schwab, P. (2019) · Journal of Business Ethics · doi:10.1007/s10551-019-04155-2 · Cited by 145 · see citing works
“There is also some overlap with servant leadership, which includes the notion of stewardship as part of the servant leadership construct (Sendjaya et al. 2008; van Dierendonck and Nuijten 2011).”
Leadership in the Service of Hospitality
Brownell, J. (2010) · Cornell Hospitality Quarterly · doi:10.1177/1938965510368651 · Cited by 190 · see citing works
Rego, A., Owens, B. P., Leal, S. C. H., Melo, A. I., Cunha, M. P. E., Gonçalves, L. C., & Ribeiro, P. C. E. (2017) · The Leadership Quarterly · doi:10.1016/j.leaqua.2017.02.002 · Cited by 188 · see citing works
The role of servant leadership in fostering inclusive organizations
Gotsis, G., & Grimani, K. (2016) · Journal of Management Development · doi:10.1108/jmd-07-2015-0095 · Cited by 184 · see citing works
The influence of servant leadership, trust in leader and thriving on employee creativity
Jaiswal, N. K., & Dhar, R. L. (2017) · Leadership & Organization Development Journal · doi:10.1108/lodj-02-2015-0017 · Cited by 190 · see citing works
Khan, M. M., Mubarik, M. S., Islam, T., Rehman, A., Ahmed, S. S., Khan, E., & Sohail, F. (2021) · European Journal of Innovation Management · doi:10.1108/ejim-09-2020-0367 · Cited by 207 · see citing works
SLBS-6: Validation of a Short Form of the Servant Leadership Behavior Scale
Sendjaya, S., Eva, N., Butar Butar, I., Robin, M., & Castles, S. (2019) · Journal of Business Ethics · doi:10.1007/s10551-017-3594-3 · Cited by 172 · see citing works
Self-citationServant Versus Authentic Leadership: Assessing Effectiveness in China’s Hospitality Industry
Ling, Q., Liu, F., & Wu, X. (2017) · Cornell Hospitality Quarterly · doi:10.1177/1938965516641515 · Cited by 168 · see citing works
“, 2008), constitutes basic characteristics of both servant and authentic leadership styles (Sendjaya et al., 2008; Van Dierendonck, 2011).”
BackgroundInfluentialLu, J., Zhang, Z., & Jia, M. (2018) · Journal of Business Ethics · doi:10.1007/s10551-018-3816-3 · Cited by 175 · see citing works
Exploring servant leadership across cultures: comparative study in Australia and Indonesia
Pekerti, A., & Sendjaya, S. (2010) · The International Journal of Human Resource Management · doi:10.1080/09585191003658920 · Cited by 166 · see citing works
Self-citationTang, T. L., & Liu, H. (2011) · Journal of Business Ethics · doi:10.1007/s10551-011-1040-5 · Cited by 163 · see citing works
Servant Leadership: a Systematic Literature Review and Network Analysis
Canavesi, A., & Minelli, E. A. (2021) · Employee Responsibilities and Rights Journal · doi:10.1007/s10672-021-09381-3 · Cited by 232 · see citing works
Conceptualization and Measurement of Virtuous Leadership: Doing Well by Doing Good
Wang, G., & Hackett, R. D. (2015) · Journal of Business Ethics · doi:10.1007/s10551-015-2560-1 · Cited by 152 · see citing works
“Distinctions between Virtuous Leadership and Values-laden Leadership Concepts As noted earlier, virtues have been tied to value-laden leadership concepts (Sendjaya et al., 2008), such as: spiritual, servant, charismatic, transformational, and authentic leadership (cf. Hackett and Wang, 2012).”
BackgroundInfluentialReed, L. L., Vidaver‐Cohen, D., & Colwell, S. R. (2011) · Journal of Business Ethics · doi:10.1007/s10551-011-0813-1 · Cited by 149 · see citing works
Khan, M. M., Mubarik, M. S., & Islam, T. (2020) · European Journal of Innovation Management · doi:10.1108/ejim-05-2020-0187 · Cited by 168 · see citing works
Leadership and Lean Six Sigma: a systematic literature review
Laureani, A., & Antony, J. (2017) · Total Quality Management & Business Excellence · doi:10.1080/14783363.2017.1288565 · Cited by 155 · see citing works
“Behaving ethically means holding oneself to high moral standards and always acting with moral integrity (Liden et al., 2008; Sendjaya et al., 2008).”
BackgroundInfluentialServant leadership and employee innovative behaviour: exploring psychological pathways
Iqbal, A., Latif, K. F., & Ahmad, M. S. (2020) · Leadership & Organization Development Journal · doi:10.1108/lodj-11-2019-0474 · Cited by 159 · see citing works
Rabiul, M., & Tan, F.-Y.-A. (2021) · International Journal of Hospitality Management · doi:10.1016/j.ijhm.2020.102712 · Cited by 115 · see citing works
Antecedents of Servant Leadership: A Mixed Methods Study
Beck, C. D. (2014) · Journal of Leadership & Organizational Studies · doi:10.1177/1548051814529993 · Cited by 136 · see citing works
“Sendjaya, Sarros, and Santora (2008) have recently published another instrument claiming to measure servant leadership called the Servant Leadership Behaviour Scale.”
BackgroundImproving productivity with self-organised teams and agile leadership
Parker, D., Holesgrove, M., & Pathak, R. D. (2015) · International Journal of Productivity and Performance Management · doi:10.1108/ijppm-10-2013-0178 · Cited by 132 · see citing works
The servant identity: Influences on the cognition and behavior of servant leaders
Sun, P. Y. T. (2013) · The Leadership Quarterly · doi:10.1016/j.leaqua.2013.03.008 · Cited by 134 · see citing works
Miao, Q., Eva, N., Newman, A., & Cooper, B. (2019) · Journal of Small Business Management · doi:10.1111/jsbm.12465 · Cited by 131 · see citing works
“Furthermore, whereas other leadership approaches, such as servant leadership, focus on employees for their own unique strengths and weaknesses (see Sendjaya, Sarros, and Santora 2008), entrepreneurial leadership considers followers in terms of their entrepreneurial passion and self-efficacy (Renko…”
BackgroundProject benefit management: Setting effective target benefits
Zwikael, O., Chih, Y., & Meredith, J. R. (2018) · International Journal of Project Management · doi:10.1016/j.ijproman.2018.01.002 · Cited by 128 · see citing works
Crossman, J. (2010) · Leadership & Organization Development Journal · doi:10.1108/01437731011079646 · Cited by 122 · see citing works
Servant leadership in the People's Republic of China: a case study of the public sector
Han, Y., KAKABADSE, N. K., & Kakabadse, A. (2010) · Journal of Management Development · doi:10.1108/02621711011025786 · Cited by 121 · see citing works
“With the shadow of corporate scandals such as Enron and Worldcom, Tyco, and other companies in the USA and globally, scholars pointed out that certain styles of leadership and management practices including “bullying leadership, abusive leadership, unethical practices, toxic emotions, social isolation and alienation i…”
BackgroundSeeking and measuring the essential behaviors of servant leadership
Winston, B. E., & Fields, D. (2015) · Leadership & Organization Development Journal · doi:10.1108/lodj-10-2013-0135 · Cited by 126 · see citing works
Searle, T. P., & Barbuto, J. E. (2010) · Journal of Leadership & Organizational Studies · doi:10.1177/1548051810383863 · Cited by 116 · see citing works
“The necessity for altruism in leadership was recognized by many scholars (Avolio & Locke, 2002; Block, 1996) as was the altruistic nature of a servant leadership (Greenleaf, 1977; Sendjaya et al., 2008).”
BackgroundInfluentialThe Role of Servant Leadership in Developing an Ethical Climate in Sport Organizations
Burton, L., Peachey, J. W., & Wells, J. E. (2016) · Journal of Sport Management · doi:10.1123/jsm.2016-0047 · Cited by 118 · see citing works
Ethical leadership and knowledge hiding: testing the mediating and moderating mechanisms
Koay, K. Y., & Lim, P. K. (2021) · Journal of Knowledge Management · doi:10.1108/jkm-02-2021-0091 · Cited by 116 · see citing works
Sidani, Y. M., & Rowe, W. G. (2018) · The Leadership Quarterly · doi:10.1016/j.leaqua.2018.04.005 · Cited by 115 · see citing works
Crawford, J., & Kelder, J. (2018) · The Leadership Quarterly · doi:10.1016/j.leaqua.2018.07.001 · Cited by 118 · see citing works
Greening the competitive advantage: antecedents and consequences of green brand equity
Bekk, M., Spörrle, M., Hedjasie, R., & Kerschreiter, R. (2015) · Quality & Quantity · doi:10.1007/s11135-015-0232-y · Cited by 112 · see citing works
Intellectual Failure and Ideological Success in Organization Studies
Alvesson, M. G., & Kärreman, D. (2015) · Journal of Management Inquiry · doi:10.1177/1056492615589974 · Cited by 105 · see citing works
de Waal, A., & Sivro, M. (2012) · Journal of Leadership & Organizational Studies · doi:10.1177/1548051812439892 · Cited by 97 · see citing works
Servant leadership in Italy and its relation to organizational variables
Bobbio, A., Dierendonck, D. V., & Manganelli, A. M. (2012) · Leadership · doi:10.1177/1742715012441176 · Cited by 95 · see citing works
Gelaidan, H. M., Al‐Swidi, A. K., & Al‐Hakimi, M. A. (2023) · European Journal of Innovation Management · doi:10.1108/ejim-07-2022-0382 · Cited by 113 · see citing works
Systematically reviewing servant leadership
McQuade, K., Harrison, C., & Tarbert, H. (2020) · European Business Review · doi:10.1108/ebr-08-2019-0162 · Cited by 107 · see citing works
Chen, C.-Y., Chen, C.-H. V., & Li, C.-I. (2013) · Journal of religion and health · doi:10.1007/s10943-011-9479-3 · Cited by 94 · see citing works
“Although there were concerns about the discriminant validity among the dimensions of servant leadership (Sendjaya et al. 2008), however, it is quite often seen in spirituality research that spiritual values converged to form one higher-level factor.”
BackgroundResultServant Leadership Behaviour Scale: A hierarchical model and test of construct validity
Sendjaya, S., & Cooper, B. K. (2010) · European Journal of Work and Organizational Psychology · doi:10.1080/13594321003590549 · Cited by 96 · see citing works
“Several servant leadership constructs have been developed, but in this study we chose to examine the servant leadership behaviour model developed by Sendjaya et al. (2008), as previous work suggested that this construct represents a more all-encompassing model of servant leadership in comparison to…”
BackgroundMethodInfluentialSelf-citationEntrepreneurial Leadership and Sustainable Development—A Systematic Literature Review
Păuceanu, A. M., Rabie, N., Moustafa, A., & Jiroveanu, D. C. (2021) · Sustainability · doi:10.3390/su132111695 · Cited by 120 · see citing works
“Servant leadership excels over transformational leadership due to the social responsibility aspect in it [22,27,28,39,50].”
BackgroundWaiting for Godot: Eight major problems in the odd field of leadership studies
Alvesson, M. G. (2017) · Leadership · doi:10.1177/1742715017736707 · Cited by 87 · see citing works
Mahembe, B., & Engelbrecht, A. S. (2014) · SA Journal of Industrial Psychology · doi:10.4102/sajip.v40i1.1107 · Cited by 89 · see citing works
“Servant leadership is regarded as virtuous, highly ethical and based on the premise that service to followers is at the core of leadership (Sendjaya et al., 2008).”
BackgroundDo, H., Budhwar, P. S., & Patel, C. (2018) · Human Resource Management · doi:10.1002/hrm.21903 · Cited by 89 · see citing works
“…to develop followers), intentions (e.g., willingness to sacrifice for others), and values (e.g., employing ethically justifiable means) generate followers’ respect and loyalty (Liden et al., 2008; Neubert et al., 2008; Sendjaya et al., 2008; van Dierendonck, 2011; Walumbwa, Hartnell, & Oke, 2010).”
Destination branding and co-creation: a service ecosystem perspective
Giannopoulos, A. A., Piha, L. P., & Skourtis, G. (2020) · Journal of Product & Brand Management · doi:10.1108/jpbm-08-2019-2504 · Cited by 91 · see citing works
Lamprinou, V. D. I., Tasoulis, K., & Kravariti, F. (2021) · Leadership & Organization Development Journal · doi:10.1108/lodj-12-2020-0526 · Cited by 87 · see citing works
Xie, L. (2020) · Leadership & Organization Development Journal · doi:10.1108/lodj-04-2019-0148 · Cited by 96 · see citing works
Brunner, T. J. J., Schuster, T., & Lehmann, C. (2023) · Frontiers in Psychology · doi:10.3389/fpsyg.2023.988808 · Cited by 105 · see citing works
“…a combination of various concepts of established leadership theories such as strategic leadership (Samimi et al., 2022), servant leadership (Sendjaya et al., 2008), transactional leadership (Antonakis and Day, 2017), transformational leadership (Bass and Avolio, 1993), authentic leadership…”
BackgroundQiu, S., & Dooley, L. M. (2019) · Leadership & Organization Development Journal · doi:10.1108/lodj-04-2018-0148 · Cited by 89 · see citing works
Vedula, S. B., & Agrawal, R. (2023) · Journal of Business Ethics · doi:10.1007/s10551-023-05346-8 · Cited by 98 · see citing works
“…2005), benevolent leadership (Karakas & Sarigollu, 2012), ethical leadership (Brown & Treviño, 2006), environmental leadership (Crossman, 2011), transformational leadership (Fry, 2008), servant leadership (Sendjaya et al., 2008), virtuous leadership (Wang & Hackett, 2016)) and spiritual leadership.”
InfluentialServant leadership influencing store-level profit: The mediating effect of employee flourishing
Giolito, V. J., Liden, R. C., van Dierendonck, D., & Cheung, G. W. (2021) · Journal of Business Ethics · doi:10.1007/s10551-020-04509-1 · Cited by 87 · see citing works
“Individual perceptions of servant leadership have been shown to be associated with a number of individuallevel positive outcomes (Barbuto and Wheeler 2006; Ehrhart 2004; Eva et al. 2019; Liden et al. 2008; Page and Wong 2000; Sendjaya et al. 2008; van Dierendonck and Nuijten 2011).”
BackgroundPeterlin, J., Pearse, N. J., & Dimovski, V. (2015) · Economic and business review · doi:10.15458/85451.4 · Cited by 82 · see citing works
Barbuto, J. E., & Gifford, G. T. (2010) · Journal of Leadership Education · doi:10.12806/v9/i2/rf1 · Cited by 78 · see citing works
“Two subsequent measures were developed offering alternative constructs to the seminal work (Liden et al., 2008; Sendjaya et al., 2008).”
MethodServant leadership and academics’ engagement in higher education: mediation analysis
Aboramadan, M., Dahleez, K. A., & Hamad, M. H. (2020) · Journal of Higher Education Policy and Management · doi:10.1080/1360080x.2020.1774036 · Cited by 91 · see citing works
Koyuncu, M., Burke, R. J., Astakhova, M. N., Eren, D., & Çetin, H. (2014) · International Journal of Contemporary Hospitality Management · doi:10.1108/ijchm-06-2013-0238 · Cited by 79 · see citing works
Relationship of Servant Leadership and Employee Loyalty: The Mediating Role of Employee Satisfaction
Ding, D., Lu, H., Song, Y., & Lu, Q. (2012) · iBusiness · doi:10.4236/ib.2012.43026 · Cited by 78 · see citing works
“[9] proposed a six-dimensional model of servant leadership, they are: voluntary subordination, authentic self, covenantal relationship, responsible morality, transcendent spirituality, transforming influence.”
BackgroundIdentifying primary characteristics of servant leadership: A Delphi study
Focht, A. (2011) · Cited by 74 · see citing works
The Call for Servant Leadership in Intercollegiate Athletics
Burton, L., & Peachey, J. W. (2013) · Quest · doi:10.1080/00336297.2013.791870 · Cited by 72 · see citing works
“Transforming the leadership paradigm of intercollegiate sport will require new visions and business strategies grounded within the ethical and moral framework that servant leadership can provide (Sendjaya et al., 2008).”
BackgroundInfluentialLythreatis, S., Mostafa, A. M. S., Pereira, V. E., Wang, X., & Giudice, M. D. (2020) · International Business Review · doi:10.1016/j.ibusrev.2020.101772 · Cited by 72 · see citing works
Responsible Leadership: Pathways to the Future
Pless, N. M., & Maak, T. (2011) · Springer eBooks · doi:10.1007/978-94-007-3995-6_2 · Cited by 73 · see citing works
Rasheed, R., Rashid, A., Amirah, N. A., & Afthanorhan, A. (2023) · Quality - Access to Success · doi:10.47750/qas/24.195.08 · Cited by 68 · see citing works
All-inclusive and all good: The hegemonic ambiguity of leadership
Blom, M., & Alvesson, M. G. (2015) · Scandinavian Journal of Management · doi:10.1016/j.scaman.2015.08.001 · Cited by 65 · see citing works
Servant leadership and job satisfaction within private healthcare practices
Farrington, S. M., & Lillah, R. (2018) · Leadership in health services · doi:10.1108/lhs-09-2017-0056 · Cited by 74 · see citing works
The stories that make us: Leaders’ origin stories and temporal identity work
Zheng, W., Meister, A., & Caza, B. B. (2020) · Human Relations · doi:10.1177/0018726720909864 · Cited by 66 · see citing works
“The accepting pattern might point individuals toward servant leadership tendencies (Sendjaya et al., 2008; Van Dierendonck, 2011).”
BackgroundDahleez, K. A., Aboramadan, M., & Bansal, A. (2020) · International journal of organizational analysis · doi:10.1108/ijoa-03-2020-2105 · Cited by 78 · see citing works
Testing Relationships Between Servant Leadership Dimensions and Leader Member Exchange (LMX)
Barbuto, J. E., & Hayden, R. W. (2011) · Journal of Leadership Education · doi:10.12806/v10/i2/rf1 · Cited by 66 · see citing works
Are altruistic leaders worthy? The role of organizational learning capability
Broch, F. F. M., Chiva, R., Alegre, J., & Guinot, J. (2015) · International Journal of Manpower · doi:10.1108/ijm-09-2013-0212 · Cited by 68 · see citing works
“Vera and Crossan (2004) argue that transactional leadership promotes adaptive learning, whereas transformational leadership encourages generative learning.”
BackgroundMoore, L. L., Grabsch, D. K., & Rotter, C. (2010) · Journal of Leadership Education · doi:10.12806/v9/i2/rf2 · Cited by 64 · see citing works
Flynn, C. B., Smither, J. W., & Walker, A. G. (2016) · Journal of Leadership & Organizational Studies · doi:10.1177/1548051815621257 · Cited by 63 · see citing works
Creating strategic fit: Aligning servant leadership with organizational structure and strategy
Eva, N., Sendjaya, S., Prajogo, D., Cavanagh, A., & Robin, M. (2018) · Personnel Review · doi:10.1108/pr-03-2016-0064 · Cited by 63 · see citing works
Self-citation
- Authors
- Sendjaya, S., Sarros, J. C., & Santora, J. C.
- Affiliations
- Monash University (AU)
- Thomas Edison State University (US)
- Corresponding author
- Sendjaya, Sen
- ORCID
- Sendjaya, Sen
- Venue
- Journal of Management Studies
- Publisher
- Wiley
- Published
- 2008-03
- Volume
- 45
- Issue
- 2
- Pages
- 402-424
- ISSN
- 0022-2380 (ISSN-L)
- 1467-6486
- OpenAlex
- W1527890691
- Semantic Scholar
- 84d311076c7e2f127aa0b0fefa965301790df877
- Cited by
- 761
- References
- 98
- Citations by year
- 2026: 39 · 2025: 48 · 2024: 50 · 2023: 73 · 2022: 56 · 2021: 57 · 2020: 54 · 2019: 46 · 2018: 47 · 2017: 47 · 2016: 32 · 2015: 41 · 2014: 45 · 2013: 38 · 2012: 33
- FWCI
- 55.48
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- Journal of Management Studies (publishedVersion)
- Topics
- Social Sciences › Business, Management and Accounting › Strategy and Management › Leadership and Management in Organizations
- Social Sciences › Demography › Workplace Spirituality and Leadership
- Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
- Keywords
- servant leadership, psychometric validation, service orientation, holistic leadership
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