CoChat
Sign Up
Cited by 5Leadership and Management in OrganizationsWorkplace Spirituality and LeadershipEgo Development and Educational Practices

Servant-Leadership in the Military: An Investigation of Servant-Leadership among Technical Sergeants in the United States Air Force

Open access
Richardson, Tracey M., Earnhardt, Matthew, Morris, Tori, Walker, Steven·2023·International Journal of Servant-Leadership
DOI 10.33972/ijsl.383
Open this paper in CoChat — free accountOpen PDF

Abstract

Servant-Leadership, developed by Greenleaf (1970), is a leadership theory which prioritizes the follower. Greenleaf contended that putting others first as leaders could lead to a change in society. Patterson (2003) developed a model from Greenleaf’s theory which identified several attributes of the Servant-Leadership model including agapao love, humility, altruism, vision, trust, empowerment, and service. In the military, researchers have used Patterson’s construct to conclude that Servant-Leadership does exist in the military. Though some research involving Servant-Leadership and the military has been conducted, there is a dearth in the literature. In the United States Air Force, leadership development for Non-Commissioned Officers specifically focuses on teaching leadership theories aligning with the Air Force Core Values. Servant-Leadership theory is not currently taught in Air Force Core Values or connected to leadership training. Therefore, the current study links Servant-Leadership and Air Force Core Values and advocates for inclusion of Servant-Leadership in military training.

AI snapshot

Written from the paper’s full text.

TL;DR

This conceptual article argues that Servant-Leadership aligns closely with the U.S. Air Force Core Values but is absent from the Air Force’s Full Range Leadership Development curriculum, with Technical Sergeants as a key middle-management population. It synthesizes prior military servant-leadership literature and maps Patterson’s seven servant-leadership attributes onto the Air Force Core Values.

Key findings

  • Table 1 maps Integrity First to humility/trust, Service Before Self to altruism/service/agapao love, and Excellence in All We Do to vision/empowerment; the paper states Servant-Leadership is “the theory that correlates most to the Air Force Core Values” yet is absent from the curriculum.
  • Technical Sergeants are described as Air Force middle management and the “lifeblood” of the Air Force, responsible for junior enlisted members and serving as a conduit between officers and senior enlisted ranks; enlisted members make up approximately 80% of the Air Force and are first-line supervisors.
  • The paper reports that NCO promotion rates rose from approximately 16% in 1993 to nearly 63% in 2002, with promotion possible after only three years if requirements were met, meaning airmen promoted in the early 1990s had more than twice as much Air Force experience as those promoted in 2002.
  • It reviews prior military servant-leadership studies, including Earnhardt’s (2008) study of 200 participants at a joint forces Department of Defense facility in Colorado, which found Patterson’s constructs exist in the military context and reported a significant difference for the visionary construct based on military rank.

Methods

  • Design: conceptual/literature review; no primary data collection, sample, or statistical analysis for this article is reported.
  • Evidence base: prior servant-leadership and military leadership literature plus Air Force doctrinal sources such as USAF Core Values, Air Force Instruction 1-1, Air Force Instruction 36-2618, and Air Force Pamphlet 36-2241.
  • Main analysis: narrative synthesis and a table mapping Air Force Core Values/virtues to Patterson’s servant-leadership attributes.

Limitations

  • The paper states there is still a significant gap in the literature regarding whether a branch of the United States military should embrace Servant-Leadership as a theory taught to the workforce and practiced among leaders, and whether military values align with the Servant-Leadership framework; it also notes a dearth of Servant-Leadership testing in the military and specifically Air Force context.
  • Evident from the text: the article presents no empirical test of Technical Sergeants or new data, so its claims are conceptual/propositional and rely on prior studies and doctrinal documents.
  • Evident from the text: no methods/results section or sample limitations for this article are reported.

Model-written summary. Check it against the paper before relying on it.

Integrity signals

Registry

Crossref · 10.33972/ijsl.383

Cites

37 of 38 references verified1 citation errors · 0 not checkable

Statistics

Nothing to recompute.

Claims the paper makes

4 of 39 cited sources checked · 3 supported · 0 flagged · accuracy not yet measured

  • Premisecitation
    § CONCLUSION · p. 26

    As indicated by previous studies, Patterson's (2003) Servant-Leadership model has applicability in the United States military.

    “As indicated by previous studies (Craig, 2014; Earnhardt, 2008; Farmer, 2009), Patterson ' s (2003) Servant-Leadership model has applicability in the United States military.”
    Quote in the paperSubstantial claim1 of 3 sources checked
    • cites Craig, 2014

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

    • cites Earnhardt, 2008
    • cites Farmer, 2009

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Premisecitation
    § SERVANT-LEADERSHIP IN THE MILITARY · p. 5

    Earnhardt's (2008) seminal work showed that Servant-Leadership concepts as identified by Patterson (2003) do exist within the military.

    “Earnhardt ' s (2008) seminal work showed that Servant-Leadership concepts as identified by Patterson (2003) do exist within the military.”
    Quote in the paperNot a substantial claim1 of 2 sources checked
    • cites Earnhardt (2008)
    • cites Patterson (2003)

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Premisecitation
    § SERVANT-LEADERSHIP IN THE MILITARY · p. 3

    Servant-Leadership is absent from the Air Force leadership curriculum.

    “Despite the comprehensive nature of teaching leadership concepts within the Air Force Core Values framework, there is a gap within the curriculum. Servant-Leadership, the theory that correlates most to the Air Force Core Values, is absent (See Table 1).”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Thomas N. Barnes Center for Enlisted Education, 2014

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Premisenone given
    § SERVANT-LEADERSHIP IN THE MILITARY · p. 4

    Berry (2015), Gain and Bryant (2020), Craig (2014), Farmer (2009), Jordan (2015), Myers (2017), Sloan (2009), Vadell and Ewing (2011), and Earnhardt (2008) are the only studies to specifically address Servant-Leadership in the military context.

    “In fact, Berry (2015), Gain and Bryant (2020), Craig (2014), Farmer (2009), Jordan (2015), Myers (2017), Sloan (2009), Vadell and Ewing (2011), and Earnhardt (2008) are the only studies to specifically address Servant-Leadership in the military context.”
    Quote in the paperNot a substantial claim0 of 3 sources checked
    • cites Berry (2015) source
    • cites Gain and Bryant (2020)

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

    • cites Craig (2014)

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Premisecitation
    § CONCLUSION · p. 26

    Technical Sergeants are the first line supervisors for 80% of enlisted members.

    “As indicated by the Air Force Personnel Center (2014), Technical Sergeants are the first line supervisors for 80% of enlisted members.”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Air Force Personnel Center, 2014

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Classified as probably not a substantial claim. 37
  • May combine two claims. 11

  • Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

    Premisecitation
    § Works on Servant-Leadership and the Military · p. 8

    Earnhardt's study concluded that gender, rank, and military specific service did not impact Patterson's seven Servant-Leadership attributes.

    “Earnhardt ' s study concluded that gender, rank, and military specific service did not impact Patterson ' s seven ServantLeadership attributes.”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites Earnhardt, 2008

      The Summary of Results reports no differences by gender or military affiliation and generally no effect of rank on the seven constructs. It expressly identifies an exception: military rank differed significantly for vision, so the claim is too broad in saying rank did not affect any of the seven attributes. (LLM, conf=0.92)

      Experimental — accuracy not yet measured

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation
    § Works on Servant-Leadership and the Military · p. 8

    Earnhardt's study revealed there was a significant difference for the visionary construct based on military rank.

    “The study revealed there was a significant difference for the visionary construct based on military rank and that constructs of Patterson ' s (2003) theory exist in the military context (Earnhardt, 2008).”
    Quote in the paperNot a substantial claim1 of 1 sources checked
    • cites Earnhardt, 2008

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Interpretationcitation
    § SERVANT-LEADERSHIP IN THE MILITARY · p. 2

    Each of the Air Force's leadership expectations falls directly in line with the Air Force Core Values: Integrity First, Service Before Self, and Excellence in All We Do.

    “Each of these expectations falls directly in line with the Air Force Core Values: Integrity First, Service Before Self, and Excellence in All We Do (USAF Core Values, 1997).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites USAF Core Values, 1997

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim: may not pass S2 (checkable), S4 (based).

    Interpretationnone given
    § SERVANT-LEADERSHIP IN THE MILITARY · p. 3

    The second core value, Service Before Self, is nearly by definition Servant-Leadership.

    “The second core value is Service Before Self, and is nearly by definition Servant-Leadership.”
    Quote in the paperNot a substantial claim

  • May combine two claims.

    Premisecitation
    § SERVANT-LEADERSHIP IN THE MILITARY · p. 4

    There is a dearth of Servant-Leadership testing in the military context, and specifically in the Air Force.

    “Though Patterson ' s work called for testing in a variety of different industries and organizations, there is a dearth of Servant-Leadership testing in the military context, and specifically in the Air Force.”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Patterson, 2003

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim: may not pass S4 (based).

    Interpretationreasoning
    § SERVANT-LEADERSHIP IN THE MILITARY · p. 3

    Servant-Leadership is the theory that correlates most to the Air Force Core Values.

    “Servant-Leadership, the theory that correlates most to the Air Force Core Values, is absent (See Table 1).”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S2 (checkable).

    Interpretationreasoning
    § CONCLUSION · p. 26

    The establishment of a direct connection between Servant-Leadership and the United States Air Force Core Values has broader implications for military leadership training.

    “The establishment of a direct connection between Servant-Leadership and the United States Air Force Core Values has broader implications for military leadership training.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation
    § Excellence in All We Do and Servant-Leader Attributes of Vision and Empowerment · p. 24

    Murari and Gupta (2012) advocated that servant-leaders can bring positive change to an organization through empowerment.

    “Murari and Gupta (2012) advocated that servant-leaders can bring positive change to an organization through empowerment.”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Murari & Gupta, 2012

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation
    § Works on Servant-Leadership and the Military · p. 9

    Farmer's study revealed that the attributes of selflessness, trust, empowerment, service, and motivating junior members are keys to success for a military leader.

    “Farmer ' s study also revealed that the attributes of selflessness, trust, empowerment, service, and motivating junior members are keys to success for a military leader.”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Farmer, 2009

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation
    § Integrity and Servant-Leader Attributes of Humility and Trust · p. 16

    Patterson described humility as the ability to keep personal talents and accomplishments in perspective and to focus on others, rather than yourself.

    “Patterson (2003) described humility as the ability to keep personal talents and accomplishments in perspective and to focus on others, rather than yourself.”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Patterson, 2003

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing), S4 (based). May combine two claims.

    Interpretationreasoning
    § Excellence in All We Do and Servant-Leader Attributes of Vision and Empowerment · p. 22

    The military is comprised of members from the same civilian workforce and could experience some of the same problems if leadership does not adjust their leadership styles.

    “The military is comprised of members from the same civilian workforce and could experience some of the same problems if leadership does not adjust their leadership styles.”
    Quote in the paperNot a substantial claim
    • Rests on an assumption: The military is comprised of members from the same civilian workforce as the civilian workforce.

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation
    § Service-Before-Self and Servant-Leader Attributes of Service, Altruism, and Agapao Love · p. 17

    Patterson (2003) identified Servant-Leadership as giving of oneself, requiring the leader to be generous in aspects such as time, energy, care, compassion, and maybe even personal belongings.

    “Patterson (2003) identified Servant-Leadership as giving of oneself, requiring the leader to be generous in aspects such as time, energy, care, compassion, and maybe even personal belongings.”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Patterson (2003)

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • May combine two claims.

    Interpretationreasoning
    § Technical Sergeants: The Lifeblood of Air Force Core Values · p. 11

    Because of rapid promotion rates, airmen promoted in the early 1990s had more than twice as much Air Force experience and could focus more on developing their leadership skills than those promoted in 2002.

    “Because of this rapid promotion rate, airmen promoted in the early 1990s had more than twice as much Air Force experience and could focus more on developing their leadership skills than those promoted in 2002.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S4 (based). May combine two claims.

    Premisenone given
    § Technical Sergeants: The Lifeblood of Air Force Core Values · p. 11

    Technical Sergeants are the middle management and the lifeblood of the Air Force.

    “In the Air Force, the Technical Sergeants are the middle management and the lifeblood of the Air Force.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

    Premisecitation
    § Integrity and Servant-Leader Attributes of Humility and Trust · p. 15

    Integrity is considered the single most important character trait and is at the forefront of the Air Force Core Values and leadership.

    “As the basis of trust, integrity is considered the single most important character trait and is at the forefront of the Air Force Core Values and leadership.”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Air Force Pamphlet 36-2241, 2015

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

    Premisecitation
    § Excellence in All We Do and Servant-Leader Attributes of Vision and Empowerment · p. 24

    Empowerment gives autonomy for the junior members to perform tasks, develop their talent, and engage in Self-Leadership.

    “Empowerment gives autonomy for the junior members to perform tasks, develop their talent, and engage in Self-Leadership.”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Van Dierendonck & Patterson, 2014 source

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation
    § Integrity and Servant-Leader Attributes of Humility and Trust · p. 17

    Patterson viewed trust as a building block for Servant-Leadership.

    “Patterson (2003) viewed trust as a building block for ServantLeadership.”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Patterson, 2003

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Classified as probably not a substantial claim.

    Premisecitation
    § Works on Servant-Leadership and the Military · p. 10

    Berry (2015) called out the lack of research connecting Servant-Leadership to military effectiveness.

    “However, Berry (2015) called out the lack of research connecting Servant-Leadership to military effectiveness.”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Berry, 2015 source

  • Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

    Premisecitation
    § Excellence in All We Do and Servant-Leader Attributes of Vision and Empowerment · p. 23

    The servant-leader possesses a vision, and with that vision, can create a direction for subordinates and bring them together to work towards a higher purpose.

    “The servant-leader possesses a vision, and with that vision, can create a direction for subordinates and bring them together to work towards a higher purpose.”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Keith, 2012

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation
    § Excellence in All We Do and Servant-Leader Attributes of Vision and Empowerment · p. 24

    Van Dierendonck and Patterson (2014) contended the first Servant-Leadership behavior is empowerment.

    “Van Dierendonck and Patterson (2014) contended the first Servant-Leadership behavior is empowerment.”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Van Dierendonck & Patterson, 2014 source

  • Classified as probably not a substantial claim.

    Premisecitation
    § Works on Servant-Leadership and the Military · p. 10

    Berry (2015) pointed out that there was a significant shortage of research on Servant-Leadership in the military.

    “Berry (2015) pointed out that there was a significant shortage of research on Servant-Leadership in the military, advocating for additional long-term studies on the topic”
    Quote in the paperSubstantial claim0 of 1 sources checked
    • cites Berry, 2015 source

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation
    § Service-Before-Self and Servant-Leader Attributes of Service, Altruism, and Agapao Love · p. 20

    Servant-leaders must have agapao love to learn the talents and gifts of their junior members.

    “The premise is that servant-leaders must have this type of love to learn the talents and gifts of their junior members.”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Patterson (2003)

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation
    § Excellence in All We Do and Servant-Leader Attributes of Vision and Empowerment · p. 24

    Patterson (2003) presented the idea that leaders empower junior members by trusting them and giving up control, giving the junior member the freedom to pursue their own goals.

    “Patterson (2003) presented the idea that leaders empower junior members by trusting them and giving up control, giving the junior member the freedom to pursue their own goals.”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Patterson (2003)

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation
    § Service-Before-Self and Servant-Leader Attributes of Service, Altruism, and Agapao Love · p. 17

    According to the USAF Core Values (1997), Service-Before-Self established the foundation that professional duties supersede personal desires.

    “According to the USAF Core Values (1997), Service-Before-Self established the foundation that professional duties supersede personal desires.”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites USAF Core Values, 1997

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation
    § Works on Servant-Leadership and the Military · p. 10

    Jordan (2015) found strong correlations between servant-leadership and job satisfaction in the United States Navy.

    “Jordan (2015) also found strong correlations between servant-leadership and job satisfaction in the United States Navy.”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Jordan, 2015

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim: may not pass S3 (load-bearing). May combine two claims.

    Premisecitation
    § Excellence in All We Do and Servant-Leader Attributes of Vision and Empowerment · p. 21

    The Excellence Core Value requires the member to strive to exceed standards and to search for new innovative ways to accomplish the mission without destroying morale and loyalty.

    “The Excellence Core Value requires the member to strive to exceed standards and to search for new innovative ways to accomplish the mission without destroying morale and loyalty (Air Force Pamphlet 362241, 2015).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Air Force Pamphlet 362241, 2015

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim: may not pass S2 (checkable).

    Interpretationreasoning
    § CONCLUSION · p. 26

    There is still a significant gap in the literature regarding whether a branch of the United States military should embrace Servant-Leadership as a theory taught to the workforce and practiced among leaders.

    “Though these studies have established the precedence of a connection, there is still a significant gap in the literature regarding whether a branch of the United States military should embrace Servant-Leadership as a theory taught to the workforce and practiced among leaders.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation
    § Service-Before-Self and Servant-Leader Attributes of Service, Altruism, and Agapao Love · p. 20

    Patterson (2003) highlighted altruism as an imperative approach to the Servant-Leadership mentality where an individual ultimately seeks what is best for others rather than for self.

    “Patterson (2003) highlighted altruism as an imperative approach to the Servant-Leadership mentality where an individual ultimately seeks what is best for others rather than for self.”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Patterson (2003)

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation
    § Technical Sergeants: The Lifeblood of Air Force Core Values · p. 11

    Enlisted members make up approximately 80% of the Air Force.

    “Enlisted members make up approximately 80% of the Air Force, are the first line supervisors, and are directly responsible for junior members (Military one source, 2021).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Military one source, 2021

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation
    § Excellence in All We Do and Servant-Leader Attributes of Vision and Empowerment · p. 21

    As the third USAF Core Value, Excellence in All We Do is a catalyst for continued improvement, innovation, sustained passion, and implemented policies for best cradle-to-grave management of all resources.

    “As the third USAF Core Value (1997), Excellence in All We Do is a catalyst for continued improvement, innovation, sustained passion, and implemented policies for best cradle-to-grave management of all resources.”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites USAF Core Values, 1997

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation
    § Service-Before-Self and Servant-Leader Attributes of Service, Altruism, and Agapao Love · p. 17

    Service-Before-Self is a commitment to the military virtue of selfless dedication to duty to include putting one's life at risk if needed.

    “Service-Before-Self is a commitment to the military virtue of selfless dedication to duty to include putting one ' s life at risk if needed (Air Force Pamphlet 36-2241, 2015).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Air Force Pamphlet 36-2241, 2015

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim: may not pass S2 (checkable), S3 (load-bearing). May combine two claims.

    Premisecitation
    § Excellence in All We Do and Servant-Leader Attributes of Vision and Empowerment · p. 23

    This potentially increases standards and integrity while providing unparalleled rewards for self and the organization.

    “This potentially increases standards and integrity while providing unparalleled rewards for self and the organization (Keith, 2012).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Keith, 2012

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation
    § Works on Servant-Leadership and the Military · p. 11

    Myers' qualitative findings indicated that the characteristics of Servant-Leadership were useful in the military setting.

    “Myers ' qualitative findings indicated that the characteristics of ServantLeadership were useful in the military setting.”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Myers, 2017

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation
    § Excellence in All We Do and Servant-Leader Attributes of Vision and Empowerment · p. 22

    Patterson (2003) noted that the Vision aspect of Servant-Leadership is about how the leader views the junior member as a viable and worthy person in the organization.

    “Patterson (2003) noted that the Vision aspect of Servant-Leadership is about how the leader views the junior member as a viable and worthy person in the organization.”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Patterson (2003)

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim: may not pass S4 (based). May combine two claims.

    Interpretationreasoning
    § CONCLUSION · p. 26

    A serving-others attitude strikes at the heart of the value service before self, and is a key component of United States Air Force training.

    “A serving-others attitude strikes at the heart of the value service before self, and is a key component of United States Air Force training.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation
    § Service-Before-Self and Servant-Leader Attributes of Service, Altruism, and Agapao Love · p. 20

    Patterson (2003) identified agapao love as being consistent with Servant-Leadership.

    “Patterson (2003) identified agapao love as being consistent with Servant-Leadership.”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Patterson (2003)

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim: may not pass S2 (checkable).

    Interpretationreasoning
    § Technical Sergeants: The Lifeblood of Air Force Core Values · p. 11

    Technical Sergeants are a good bridge in looking at Servant-Leadership characteristics.

    “Therefore, they are a good bridge in looking at Servant-Leadership characteristics and offer a unique focus from other published work on the military and Servant-Leadership.”
    Quote in the paperNot a substantial claim

  • Probably not a substantial claim: may not pass S3 (load-bearing).

    Premisecitation
    § Technical Sergeants: The Lifeblood of Air Force Core Values · p. 14

    The Air Force Core Values are the bedrock of leadership in the Air Force.

    “The Air Force ' s viewpoint is that the core values are universal and unchanging, with Air Force Pamphlet 36-2241 (2015) stated ' The Air Force Core Values are the bedrock of leadership in the Air Force ' (p. 220).”
    Quote in the paperNot a substantial claim0 of 1 sources checked
    • cites Air Force Pamphlet 36-2241, 2015

      Couldn’t be matched to a paper in Crossref, so it can’t be checked.

  • Probably not a substantial claim: may not pass S2 (checkable), S4 (based).

    Interpretationreasoning
    § CONCLUSION · p. 26

    Given the formal leadership training and the emphasis on the Air Force Core Values, finding alignment with a leadership theory and the Core Values could revolutionize the leadership structure of the Air Force.

    “Given the formal leadership training and the emphasis on the Air Force Core Values, finding alignment with a leadership theory and the Core Values could revolutionize the leadership structure of the Air Force.”
    Quote in the paperNot a substantial claim
    • Rests on an assumption: The Air Force has formal leadership training and emphasizes the Air Force Core Values.
39 of 39

  • The paper relies on this without support.

    The military is comprised of members from the same civilian workforce as the civilian workforce.

    “The military is comprised of members from the same civilian workforce and could experience some of the same problems if leadership does not adjust their leadership styles.”

  • The paper relies on this without support.

    The Air Force has formal leadership training and emphasizes the Air Force Core Values.

    “Given the formal leadership training and the emphasis on the Air Force Core Values, finding alignment with a leadership theory and the Core Values could revolutionize the leadership structure of the Air Force.”
2 of 2

Self-check

Percentages, sums and reported differences re-computed from the paper’s own numbers.

Each contradiction between two passages listed here was confirmed by an independent check.

  • Rank both affects and does not affect a servant-leadership attribute

    Minor

    The paper reports a significant difference in the visionary construct by military rank, then says military rank did not impact any of Patterson's seven attributes. Vision is listed as one of those seven attributes.

1 of 1

Cites

Flagged first, then by citations

Research works printed but not linked: 8

  1. Farmer, S. (2009). Servant-leadership attributes in senior military officers: A quantitative study examining demographic factors [Doctoral dissertation, Northcentral University].
  2. Jordan, M. (2015). Determining the relationship between servant leadership and job satisfaction among U.S. Navypersonnel . [Doctoral dissertation,
  3. Khan, S., & Anjum, M. (2013). Role of leadership style and its impact on getting competitive advantage. European Journal of Applied Sciences, 5 (2), 53-61. doi: 10.5829/idosi.ejas.2013.5.2.1114 · DOI
  4. Metscher, D. S., Lowe, W. A., Barnes, F. B., & Lai, L. (2011). Using leadership to increase commitment for civil servants and Air Force personnel in times of conflict. Air Force Journal of Logistics, 35 (1), 125-133. http://search.proquest.com/docview/899326005?accountid=7374
  5. Myers, J. (2017). Identifying servant leadership characteristics in a military setting . [Doctoral dissertation, Northcentral University]. ProQuest Dissertations Publishing.
  6. Vadell, J., & Ewing, C. (2011). Intrinsic motivation and servant leadership: A case for autonomy supporting work environments in the military. International Journal of Humanities and Social Science , 1 (19).
  7. Waddell, J. T. (2006). Servant leadership. Proceedings of the Servant Leadership Research Roundtable. http://www.regent.edu/acad/global/publications/sl\_proceedings/2006/wadde ll.pdf
  8. Winston, B. E. (2003). Extending Patterson ' s servant-leadership model: Explaining how leaders and followers interact in a circular model. Regent University School of Leadership Studies. http://www.regent.edu/acad/sls/publications/conference\_proceedings/servan t\_leadership\_roundtable/2003pdf/winston\_extending\_patterson.pdf

Cited by

Sorted by citations

Related

Authors
Richardson, T. M., Earnhardt, M., Morris, T., & Walker, S.
Affiliations
None
ORCID
Richardson, Tracey M.
Venue
International Journal of Servant-Leadership
Publisher
Gonzaga Library Publishing - DIGITAL COMMONS JOURNALS
Published
2023-12-16
Volume
17
Issue
1
ISSN
  • 2160-8164 (ISSN-L)
  • 2160-8172
DOI
10.33972/ijsl.383
OpenAlex
W4389879049
Semantic Scholar
16477d93cf543e63b6d0fccc248c9c260ba3032f
Cited by
2
References
38
Citations by year
2026: 1 · 2025: 1
FWCI
0.43
Type
journal article
Language
en
Open access
Licence
Locations
International Journal of Servant-Leadership (publishedVersion, cc-by)
Topics
  • Social Sciences › Business, Management and Accounting › Strategy and Management › Leadership and Management in Organizations
  • Social Sciences › Demography › Workplace Spirituality and Leadership
  • Social Sciences › Psychology › Clinical Psychology › Ego Development and Educational Practices
Keywords
servant leadership, military leadership, United States Air Force, non-commissioned officers, leadership training, leadership development, Greenleaf, humility, trust, empowerment

About these checks

Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.

Claims read by deepseek-v4.1-flash under definition version 3 (extract-v3) on 2026-11-05.

Classified by jev-1.13-20260917 (gold-guideline-v0.2) on 2026-11-05.

Cited sources are checked by gpt-6-sol.

Statistics and arithmetic are recomputed, not judged.

Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.

What counts as a claim ›How we measure confidence ›How we check this ›

Are you an author, or do you see a problem with this page? Request a review