The DOI matches its Crossref record; 98 of the 98 references it cites were found in a registry or an index.
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 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)
In the citing paper
“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)
In the citing paper
“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)
In the citing paper
“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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Servant Leadership: A Review and Synthesis
van Dierendonck, D. (2011) · Journal of Management · doi:10.1177/0149206310380462 · Cited by 2,218
“Recently, Sendjaya et al. (2008) came up with an instrument consisting of 35 items representing 22 characteristics divided over six core dimensions.”
MethodServant Leadership: A systematic review and call for future research
Eva, N., Robin, M., Sendjaya, S., van Dierendonck, D., & Liden, R. C. (2019) · The Leadership Quarterly · doi:10.1016/j.leaqua.2018.07.004 · Cited by 1,858
Self-citationRichardson, H. A., Simmering, M. J., & Sturman, M. C. (2009) · Organizational Research Methods · doi:10.1177/1094428109332834 · Cited by 1,721
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Laplume, A. O., Sonpar, K., & Litz, R. A. (2008) · Journal of Management · doi:10.1177/0149206308324322 · Cited by 1,308
A systematic literature review of servant leadership theory in organizational contexts
Parris, D. L., & Peachey, J. W. (2013) · Journal of Business Ethics · doi:10.1007/s10551-012-1322-6 · Cited by 957
“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 1,096
“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
Wilson, F. R., Pan, W., & Schumsky, D. A. (2012) · Measurement and Evaluation in Counseling and Development · doi:10.1177/0748175612440286 · Cited by 731
Hunter, E. M., Neubert, M. J., Perry, S. J., Witt, L. A., Penney, L. M., & Weinberger, E. (2013) · The Leadership Quarterly · doi:10.1016/j.leaqua.2012.12.001 · Cited by 573
“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…”
BackgroundNewman, A., Schwarz, G., Cooper, B., & Sendjaya, S. (2017) · Journal of Business Ethics · doi:10.1007/s10551-015-2827-6 · Cited by 552
“…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…”
BackgroundSelf-citationYoshida, D. T., Sendjaya, S., Hirst, G., & Cooper, B. (2014) · Journal of Business Research · doi:10.1016/j.jbusres.2013.08.013 · Cited by 442
“…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).”
BackgroundSelf-citationWelpe, I. M., Spörrle, M., Grichnik, D., Michl, T., & Audretsch, D. B. (2011) · Entrepreneurship Theory and Practice · doi:10.1111/j.1540-6520.2011.00481.x · Cited by 445
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Anderson, M. H., & Sun, P. Y. T. (2015) · International Journal of Management Reviews · doi:10.1111/ijmr.12082 · Cited by 534
“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).”
InfluentialWarning for excessive positivity: Authentic leadership and other traps in leadership studies
Alvesson, M., & Einola, K. (2019) · The Leadership Quarterly · doi:10.1016/j.leaqua.2019.04.001 · Cited by 412
Responsible Leadership and Stakeholder Management: Influence Pathways and Organizational Outcomes
Doh, J. P., & Quigley, N. R. (2014) · Academy of Management Perspectives · doi:10.5465/amp.2014.0013 · Cited by 414
Using multi‐item psychometric scales for research and practice in human resource management
Robinson, M. A. (2017) · Human Resource Management · doi:10.1002/hrm.21852 · Cited by 367
“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 382
“…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
“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 290
Hackett, R. D., & Wang, G. (2012) · Management Decision · doi:10.1108/00251741211227564 · Cited by 276
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
Reed, L. L., Vidaver‐Cohen, D., & Colwell, S. R. (2011) · Journal of Business Ethics · doi:10.1007/s10551-010-0729-1 · Cited by 233
Sousa, M., & van Dierendonck, D. (2015) · Journal of Business Ethics · doi:10.1007/s10551-015-2725-y · Cited by 291
“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
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
“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 305
“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
Neubert, M. J., Hunter, E. M., & Tolentino, R. C. (2016) · The Leadership Quarterly · doi:10.1016/j.leaqua.2016.05.005 · Cited by 214
C.H. Chan, S., & Mak, W.-M. (2014) · Personnel Review · doi:10.1108/pr-08-2011-0125 · Cited by 209
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
Lapointe, É., & Vandenberghe, C. (2015) · Journal of Business Ethics · doi:10.1007/s10551-015-3002-9 · Cited by 257
“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
“…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 227
“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
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 200
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
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 209
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 228
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
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
“, 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 190
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
Self-citationTang, T. L., & Liu, H. (2011) · Journal of Business Ethics · doi:10.1007/s10551-011-1040-5 · Cited by 163
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 305
Conceptualization and Measurement of Virtuous Leadership: Doing Well by Doing Good
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“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
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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
“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 169
Rabiul, M. K., & Yean, T. F. (2020) · International Journal of Hospitality Management · doi:10.1016/j.ijhm.2020.102712 · Cited by 168
Antecedents of Servant Leadership: A Mixed Methods Study
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“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
The servant identity: Influences on the cognition and behavior of servant leaders
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Miao, Q., Eva, N., Newman, A., & Cooper, B. (2019) · Journal of Small Business Management · doi:10.1111/jsbm.12465 · Cited by 131
“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
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“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
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“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
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de Waal, A., & Sivro, M. (2012) · Journal of Leadership & Organizational Studies · doi:10.1177/1548051812439892 · Cited by 97
Servant leadership in Italy and its relation to organizational variables
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Systematically reviewing servant leadership
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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
“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
“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
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“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
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Mahembe, B., & Engelbrecht, A. S. (2014) · SA Journal of Industrial Psychology · doi:10.4102/sajip.v40i1.1107 · Cited by 108
“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 95
“…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).”
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“…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 96
Vedula, S. B., & Agrawal, R. (2023) · Journal of Business Ethics · doi:10.1007/s10551-023-05346-8 · Cited by 98
“…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
“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
Barbuto, J. E., & Gifford, G. T. (2010) · Journal of Leadership Education · doi:10.12806/v9/i2/rf1 · Cited by 82
“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
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
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
“[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
The Call for Servant Leadership in Intercollegiate Athletics
Burton, L., & Peachey, J. W. (2013) · Quest · doi:10.1080/00336297.2013.791870 · Cited by 83
“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
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
Rasheed, R., Rashid, A., Amirah, N. A., & Afthanorhan, A. (2023) · Quality - Access to Success · doi:10.47750/qas/24.195.08 · Cited by 69
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
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 88
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 77
“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
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
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 77
“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
Flynn, C. B., Smither, J. W., & Walker, A. G. (2016) · Journal of Leadership & Organizational Studies · doi:10.1177/1548051815621257 · Cited by 63
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
Self-citation
Metadata
- 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
- 844
- References
- 98
- Citations by year
- 2026: 60 · 2025: 62 · 2024: 56 · 2023: 77 · 2022: 57 · 2021: 63 · 2020: 62 · 2019: 49 · 2018: 49 · 2017: 54 · 2016: 36 · 2015: 44 · 2014: 46 · 2013: 39 · 2012: 35
- FWCI
- 50.69
- 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 › Business, Management and Accounting › Organizational Behavior and Human Resource Management › 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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