Measures Of Servant Leadership Research Articles

Servant Leadership in the Healthcare Literature: A Systematic Review.

Servant leadership has received a growing consideration among scholars and practitioners as a viable leadership model capable of bringing positive changes in the increasingly complex healthcare system. The increasing servant leadership literature in healthcare requires an integrated research work that provides a holistic picture of the existing studies. This systematic review aims to synthesize servant leadership conceptualizations, theoretical frameworks, measurement tools, and nomological networks (antecedents, mediators, outcomes, and moderators) associated with prior research in healthcare. A systematic synthesis of 55 pertinent healthcare-specific conceptual and empirical studies demonstrated that servant leadership assumes a crucial role in developing a committed workforce that contributes towards the achievement of performance excellence in healthcare. The review uncovers that the Global Servant Leadership Scale is the most utilized measure of servant leadership in sector-specific studies in healthcare. Moreover, social exchange theory is the dominant underpinning mechanism explaining the influence of servant leadership on specific variables of interest. The findings further revealed that servant leadership has a positive relationship with a range of valued individual and organizational outcomes in healthcare. Our review contributes to the development of servant leadership theory and practice through ascertaining sector-specific studies in the territory of healthcare. We finally conclude by providing a detailed panorama for future healthcare-specific servant leadership research in terms of potential topics, methodological rigor, and less explored variables in prior studies.

Determining the Hierarchical Structure and Nature of Servant Leadership

Researchers have yet to adequately identify the hierarchical structure and nature of servant leadership, and there are an excessive number of models and measures that take varying perspectives. Although the servant leadership style has been shown to be non-redundant with the dominant transformational leadership style, the lack of an understanding of its structure hinders both theoretical work and the cumulation of research findings. This study identifies the hierarchical structure of servant leadership using Goldberg’s “bass ackwards” approach on data from a survey administered to 1248 respondents that included the four principal measures of servant leadership. Our results make a theoretical contribution by highlighting the distinction between a follower orientation and a community orientation among servant leaders. Furthermore, this follower orientation can be either task-oriented or person-oriented. By identifying the hierarchical structure of servant leadership, our analysis suggests new insights into what distinguishes and drives servant leaders, thereby, contributing to this important stream of leadership research.

An assessment of servant leadership at a business unit of a South African power utility

Background: The South African power utility is facing several challenges with regards to providing sustainable electricity to consumers. The power utility is also currently not demonstrating adequate efficiency or productivity, with high levels of leadership turnover.Aim: The aim was to assess servant leadership, including features of servant leadership in the power utility. The assessment also aimed at examining gender and age group perspectives in order to obtain a better understanding of servant leadership in the specific business unit of the power utility.Setting: A specific business unit of the South African power utility which is situated in the Free State Province.Methods: A quantitative cross-sectional study collected 771 responses from a convenience sample. Respondents completed measures of servant leadership. Statistical analysis included descriptive, reliability, validity and ANOVA calculations.Results: Servant leadership opinions indicate a lack of servant leadership features within the sample. Male respondents reported higher opinions with regards to stewardship, whilst statistical and practical differences were observed when comparing servant leadership across age groups.Conclusion: Literature indicates servant leadership can be a worthy contributor towards productivity and efficiency. The power utility has struggled to demonstrate adequate opinions of servant leadership and would require a well-formulated and well-implemented leadership development plan.

Servant Leadership: A systematic review and call for future research

Notwithstanding the proliferation of servant leadership studies with over 100 articles published in the last four years alone, a lack of coherence and clarity around the construct has impeded its theory development. We provide an integrative and comprehensive review of the 285 articles on servant leadership spanning 20 years (1998–2018), and in so doing extend the field in four different ways. First, we provide a conceptual clarity of servant leadership vis-à-vis other value-based leadership approaches and offer a new definition of servant leadership. Second, we evaluate 16 existing measures of servant leadership in light of their respective rigor of scale construction and validation. Third, we map the theoretical and nomological network of servant leadership in relation to its antecedents, outcomes, moderators, mediators. We finally conclude by presenting a detailed future research agenda to bring the field forward encompassing both theoretical and empirical advancement. All in all, our review paints a holistic picture of where the literature has been and where it should go into the future.

SLBS-6: Validation of a Short Form of the Servant Leadership Behavior Scale

This paper reports the validation of a 6-item short form of the original 35-item Servant Leadership Behavior Scale, a widely used measure of servant leadership behavior. The holistic perspective of servant leadership and the inclusion of spirituality are two distinctive features of the SLBS relative to other servant leadership measures. Psychometric properties of the SLBS-6 were examined on the basis of seven studies. In the preliminary scale development, the factor structure of the new measure was tested using a combination of all samples (n = 3072). The subsequent seven studies were aimed at building further its construct validity relative to observed variables within the servant leadership nomological network in direct, mediating, and moderating relationships. Analyses of all datasets using MPlus with maximum-likelihood estimation provided support for the 6-item structure and demonstrated its internal consistency reliability, criterion-related validity, and construct validity. As such, the study presents the SLBS-6 as the shortest holistic measure of servant leadership to date that can be used with confidence for research and training purposes.

The trickle-down effect of servant leadership on frontline employee service behaviors and performance: A multilevel study of Chinese hotels

This study tests a trickle-down effect regarding how servant leadership flows from top-to middle-level leaders, resulting in frontline employees' service-oriented behaviors and service quality. Using multiple validations, we develop and test a measure of servant leadership at various levels in the hospitality industry. Drawing on data from 325 employee–supervisor pairs of workgroups in 9 Chinese, star-level hotels, results from hierarchical linear modeling support the service profit chain theory and trickle-down model of leadership by demonstrating influence of top- and middle-level servant leadership on frontline employees. Cross-level moderation analysis suggests service climate moderates the effect on service-oriented behaviors, but in an inverse direction.

Seeking and measuring the essential behaviors of servant leadership

Purpose – The purpose of this paper is to clarify the nature of how servant leadership is established and transmitted among members of an organization. The second goal was to identify and evaluate the unique actions by a leader essential to establishing servant leadership. The authors’ efforts resulted in identification and validation of ten leader behaviors that seem to be essential to servant leadership. Design/methodology/approach – The authors’ methodology consisted of two stages. In the first stage, The authors developed an item pool of 116 items drawn from previously developed operationalizations of servant leadership. The authors then engaged a panel of 23 researchers attending a conference focused exclusively on the study of servant leadership to evaluate the. Each participant was asked to independently rate each item using a four-point scale where 1=not useful in describing servant leaders and 4=contributes greatly to describing servant leaders. The authors retained only the most highly rated items. This resulted in retention of 22 leader behaviors for further analysis. In the second stage, the authors developed a questionnaire including these items as well as items measuring transformational leadership behaviors, transactional leader behaviors, servant leadership as measured by the instrument developed by Liden et al. (2008), and a measure of leadership effectiveness developed and used by Ehrhart and Klein (2001). The questionnaire was placed in internet-based survey software and the link provided to students and faculty at a private mid-Atlantic university and to university alumni and colleagues in a variety of organizations. Each respondent was asked to describe a leader he/she had worked for in the past five years and included specification of the job role for both the respondent and the leader. Findings – The ten-item scale accounts for 75 percent of the variance with a scale reliability α=0.96. Convergent validity was determined through comparison to Liden et al. (2008) measure of servant leadership. Discriminant validity was established through confirmatory analysis of leader effectiveness, transformational leadership’s four dimensions, a measure of transactional leadership, and an alternative multi-dimensional measure of servant leadership. Originality/value – This paper clarifies and provides a measure of the essential behaviors of servant leaders. This provides a useful measurement tool for leadership development.

Servant leadership and perceptions of service quality provided by front-line service workers in hotels in Turkey

Purpose– The aim of this article is to examine the relationship of service employees perceptions of servant leadership provided by their supervisors/managers and employee’s reports of service quality provided to clients by their hotels.Design/methodology/approach– Data were collected from 221 frontline employees, a 37 per cent response rate, working in four- and five-star hotels in Cappadocia, Turkey. Previously developed and validated measures of servant leadership (Lidenet al., 2008) and service quality (Parasuramanet al., 1988) were used and both were found to be highly reliable in this study.Findings– Respondents were generally young, had relatively short organizational tenure and had high school educations. Respondents having longer organizational tenures and those working in five-star hotels reported lower levels of servant leadership. Longer tenured employees, and males, rated some dimensions of service quality lower as well. Service employees reporting higher levels of servant leadership from their supervisors/managers generally indicated higher levels of service quality.Research limitations/implications– Some limitations should be noted. First, all data were collected using respondent self-reports, raising the limited possibility of response set tendencies. Second, the sample, while reasonably large, may not be representative of all hotel employees in Turkey. Third, all properties were located in one region of Turkey and may not be representative of hotel employees in other regions of the country.Practical implications– First, organizations could select individuals exhibiting higher levels of servant leadership potential based on indications that these individuals are interested in developing long-term relationships with staff and co-workers and in helping them become more skilled in doing their jobs. Selection can also be augmented by servant leadership training (Fulmer and Conger, 2004). Supervisors/managers could be coached to help them develop their staff and help them meet their unique goals (Raelin, 2003). Finally, workplace cultural value supportive of both servant leadership and service quality can be identified, modeled by senior level managers, supported and rewarded.Originality/value– Most studies focus on defining and measuring servant leadership or service quality. This study investigates the relationship between servant leadership and service quality.

The Effectiveness of Servant Leadership Behaviors in Chinese Organizational Context: A Longitudinal Research

The essential characteristic of servant leadership is serving first, which transcends any other leadership behaviors of organizational benefits first. However, the relevant research in Chinese organizational context is not enough. This research explored the construct of servant leadership and developed a measure of servant leadership in Chinese context with qualitative method and quantitative method. This research also examined the effectiveness of servant leadership with the techniques of structural equation model and hierarchical regression analysis dealing with the longitudinal data from paired supervisor-subordinate. Three studies were included:(1) The construct and measurement of servant leadership;(2) the longitudinal research of the effectiveness of servant leadership based on the perspective of comparing leadership behaviors; and(3) the longitudinal research of the effectiveness of servant leadership based on the perspective of influencing mechanism. The results are helpful to clarify the connotation and dimensions of servant leadership, recognize and measure servant leadership behavior, and examine the effectiveness of servant leadership. The results also compare the effects of servant leadership on team's and employee's performance with the ones of paternalistic leadership and transformational leadership, and reveal the mediating mechanism between servant leadership and team's and employee's performance.

Gender Differences in Perceptions of Work Experiences and Service Quality Provided By Front-Line Service Workers in Four- And Five- Star Hotels in Turkey: A Research Note

Two studies considered possible gender differences in work experiences and service quality behaviors of front-line service employees working in hotels in Turkey.. The first study examined perceptions of servant leadership provided by their supervisors/managers and worker’s reports of service quality provided to clients by their hotels of male and female front line workers employed in four- and five –star hotels. Data were collected from 221 front-line employees, 122 males and 82 females, a 37% response rate, using anonymously completed questionnaires. Previously developed and validated measures of servant leadership (Liden, Wayne, Zhao & Henderson, 2008) and service quality (Parasuraman, Zeithaml & Berry, 1998) were used and both were found to be highly reliable in this study. Males and females were similar on five personal demographic items. Males tended to report higher levels (p<.10) on two dimensions of servant leadership (Emotional support, Conceptual skills) than did females. In addition, males rated the quality of service provided higher on three dimensions (Tangibles, Reliability, Responsiveness, and tended top rate the quality of service higher on the composite score (p<.10) than did females. The differences on perceptions of service quality might be attributed to the departments in which males and females were more likely to work, males tended to work in departments having greater direct client contact. The second investigation examined gender differences in levels of service rewards provided by their hotels and employees engaging in in three prosocial service behaivors:estra0role, role prescribed, and cooperation (Bettencourt & Brown, 1997). Data were collected from241` employees, 151 males and 88 females working in 18 different hotels in the Cappadocia region, using anonymously completed questionnaires, a 60% response rate. There were no differences in perceptions of service rewards or in prosocial behaviors. In essence, male and female front-line service workers generally indicated more similar than different appraisals of their work experiences in both investigations. .

Advising as Servant Leadership: Investigating the Relationship

Advisors serve in many, often overlooked, roles. We investigated the supposition that McClellan (2007a) espoused between academic advising and servant leadership. Our hypotheses, that measures of servant leadership and developmental advising are correlated and that wisdom is the best predictor of developmental advising behaviors, were supported. We used Winston and Sandor's (1984) Academic Advising Inventory and Barbuto and Wheeler's (2006) Servant Leadership Questionnaire to examine the relationship. Our sample consisted of 223 undergraduates at a midsized university in the southeastern United States. Implications for practice include enhancing advisor training and development.

Servant Leadership Behaviour Scale: A hierarchical model and test of construct validity

Servant leadership is widely believed to be a multidimensional construct. However, existing measures of servant leadership typically suffer from highly correlated dimensions, raising concerns over discriminant validity. We set out in this study to examine the dimensionality of the hypothesized six-factor Servant Leadership Behaviour Scale (SLBS) and validate a hierarchical model of servant leadership. Using structural equation modelling, convergent and discriminant validity of the higher-order servant leadership construct was examined in relation to measures of character-related behaviour, Machiavellian leadership orientation, and social desirability. Our findings suggest that the SLBS assesses a single, higher-order construct of servant leadership with evidence of construct validity and absence of social desirability bias. The high correlation between servant leadership and character-related behaviour supports our expectation that servant leadership reflects in large part the character strength of the leader.

Physician Assistants as Servant Leaders: Meeting the Needs of the Underserved

The purpose of this study was to determine if the level of servant leader characteristics in clinically practicing physician assistants (PAs) in underserved populations differed from PAs serving in other locales. Five subscales of servant leadership: altruistic calling, emotional healing, wisdom, persuasive mapping, and organizational stewardship, were measured in a quantitative study of clinically practicing PAs using a self-rating survey and a similar survey by others rating the PA. Of 777 PAs invited, 321 completed the survey. On a scale of 1 to 5, mean PA self-ratings ranged from 3.52 (persuasive mapping) to 4.05 (wisdom). Other raters' scores paired with the self-rated PA scores were comparable in all subscales except wisdom, which was rated higher by the other raters (4.32 by other raters, 4.01 by PAs, P= .002). There was no significant difference in the measures of servant leadership reported by PAs serving the underserved compared to PAs serving in other populations. Servant leader subscales were higher for PAs compared to previous studies of other health care or community leader populations. The results found that the PA population studied had a prominent level of servant leadership characteristics that did not differ between those working with underserved and nonunderserved populations.