Management 605

Running head: ANALYIS OF SERVANT LEADERSHIP 1

ANALYIS OF SERVANT LEADERSHIP 5

Analysis of Servant Leadership

Analysis of Servant Leadership

The concept of servant leadership was first introduced and published by Robert Greenleaf and has become a timeless idea in leadership. Robert defined “servant leadership” as a situation where a servant leader becomes the servant first. For instance, an individual aspiring to be a servant leader feels naturally that he or she wants to serve, serving his or her followers first. Importantly, Robert Greenleaf explained that servant leadership involved leaders whose focus is primarily on ensuring the growth and well-being of individuals they lead. Unlike traditional leadership, servant leadership involves the sharing of power, putting others’ needs first and supporting people to develop and perform highly in organizations.

Research Overview

Now in the following presentation, I want to share with you Giambatista, McKeage, and Brees’ findings in their study about “The Culture of Servant Leadership and their Impact”; it is a peer-reviewed journal about value-based leadership. First, Giambatista, McKeage, & Brees’s, (2020) examined the distinctive influence of organizational culture as it is linked with cultures which support servant leadership. One of the questions explored was; do firms vary in their levels of servant leadership and results obtained? Also, the research was based on the following hypotheses; firms’ managers show different levels of servant leadership, firms with higher levels of servant leadership record increased job satisfaction among employees, individual servant leadership is linked with job satisfaction, and people with high in core self-evaluation show high levels of servant leadership.

Research Methods

The research was conducted by sampling randomly five hundred and eleven individuals from three companies in the United States. One of the firms was a big financial organization while the remaining two were small technical consulting companies. The total sample consisted of executives (14), managers (69), and employees (428). Importantly, the survey was carried out using two instruments which included the Core Self-evaluation Scale, and the Organizational Leadership Assessment. I fully believe that the choice of these two instruments was prudential especially the Organizational Leadership Assessment that has been validated in most studies.

Research Outcomes

Results of the study were as follows; first, Giambatista, McKeage, & Brees, (2020) established that significant differences in levels of servant leadership existed across the three companies. For example, the first two participants affirmed that a significant higher level of immediate manager-servant leadership existed in the firm. Secondly, a higher correlation between immediate manager servant leadership and job satisfaction than the case with organizational servant leadership was established. Thirdly, core self-evaluation is associated with immediate manager servant, organizational servant, and overall servant leadership. Indeed, comparing these findings with hypotheses earlier written, they are consistent. It shows that cultures that promote servant leadership have both transformative and lasting influence on the followers.

Limitations

There are two limitations based on the study. First, it formed part of a larger program of study about servant leadership. As a result, research questions and the results offer an indirect explanation concerning servant leadership. In addition, it failed to establish causality and therefore, offers opportunity for future researchers to implement different study designs.

Application of the Study

In brief, based on the limitations highlighted above, Giambatista, McKeage, & Brees’s, (2020) research has provided insights I would like to use in completing my final research paper. For instance, I look forward to conducting a broader study which examines antecedents of servant leadership introduction and dissemination. In particular, studying the impacts of servant leadership on organizational effectiveness and the development of employees would have a potential increase in its application by many organizations. It would be viewed as value-adding and the most indispensable type of leadership today. Therefore, companies will be encouraged to build and maintain a value-adding culture while servant leaders strive to impart desirable organizational outcomes.

References

Giambatista, R., McKeage, R., & Brees, J. (2020). Cultures of Servant Leadership and Their Impact. The Journal of Values-Based Leadership, 13(1), 12. Retrieved from: https://scholar.valpo.edu/jvbl/vol13/iss1/12/