Running Head: SERVANT LEADERSHIP
Servant Leadership: Annotated Bibliography
Noemi S. Jackson
Liberty University
BMAL 501- Executive Leadership and Management
Dr. Kimberly Anthony
July 28, 2013
Abstract
When Robert K. Greenleaf introduced his vision of “servant-leadership” forty-three years ago he
impacted the contemporary management theorist of his time. Greenleaf described that a true
leader is one who leads by serving others and empowering them to reach their full potential.
The Servant- leadership concept have been implemented in many organizations in order to
effectively and efficiently address the management implications of business ethics, corporate
risk-taking, character in the workplace, team-building and servant leadership, the future of
leadership, and how to become a servant leader. Greenleaf also believed that a true leader is one
who has the ability and the insight to transform an organization; he or she is a great steward
committed to the growth of people and the building of the community he or she is part of. This
Literature Review aims to define, explore and to examine previous research done on the Servant
–Leadership model proposed by Robert K. Greenleaf and its impact on the contemporary
management arena. It will examine the organizational barriers that impede the practice of the
servant leadership; the ten characteristics of servant-leadership; how to apply the principles,
values, and practices of servant leadership to educational teaching; how servant –leadership
theory can help bridge cross-cultural differences; and the review will compare the servant-
leadership model to other leadership styles such as the self-serving and transformational
leadership model. “Greenleaf’s work has struck a resonant chord in the minds and hearts of
scholars and practitioners alike. His message lives through others, the true legacy of a servant-
leader” – Jim Kouzes, Chairman and CEO of TPG/Learning Systems and coauthor of The
Leadership Challenges and Credibility.
Servant Leadership: Annotated Bibliography
Arkin, A. (2004). Serve the servants. People Management, 10(25), 30-33.
SERVANT LEADERSHIP
Discusses how the leadership principles developed by Management Expert Robert K.
Greenleaf were gaining popularity in the U.K. Greenleaf's main leadership principle is
motivated to serve rather than a need for power that makes great leaders, which Greenleaf
called “servant leaders.” Organizations that have been using the servant leadership
approach are defined by people who value serving others, their community, and are seen
as a holistic move toward decision-making. Akin (2004) also presented examples of the
use of the servant leader model in various companies in the U.K. Anat Arkin is a writer
and editor that specializes in workplace issues since 1992. She has been also writing
articles for People Management magazine (she was the former editor) and to The Times
Educational Supplement. For the last couple of years Akin have been a writer and
researcher for IDS HR Studies (which was re-launched online as IDS HR in Practice). At
IDS HR Studies, Akin completed studies on absence management, employee
engagement, and diversity along with other topics. Akin also have been written for other
publications, including The Times, The Independent, The Guardian, Personnel Today,
The European, Leadership Focus and Public Finance. Finally, Akin has also written
summaries for academic research, in addition to press releases for client-facing corporate
publications. This article is helpful and narrow to the Literature Review because it makes
comparison between Greenleaf’s Servant Leadership approach and Self-serving
leadership model. It also examines how Servant Leadership principles can help bridge
cross-cultural differences.
Boone, L. W., & Makhani, S. (2012). Five necessary attitudes of a servant leader. Review of
Business, 33(1), 83.
Provides an analysis of the "servant leadership" concept introduced by Robert K.
Greenleaf, it discusses how this style has been implemented by many successful leaders
in a variety of industries. This article helps to address the question on whether servant
leadership is the right style for many leaders who may be interested in serving others
first, or in serving rather than being served, by exploring whether or not a leader has the
necessary attitudes to implement this leadership style. According to the authors, servant
leadership can be a highly effective style for influencing a group toward the achievement
of organizational goals if a leader possesses or can readily take on some of the following
attitudes: first, believing that visioning isn't everything, but it's the beginning of
everything; second, listening is hard work that requires a major investment of personal
time and effort; and third, the job involves being a talent scout and committing to staff's
SERVANT LEADERSHIP
success. The article also discusses the five necessary attitudes of a servant leader which
are to be authentic, vulnerable, accepting, present, and useful. The authors explained that
these attitudes will make easier for a leader to develop an attitude of service. Finally, Dr.
Larry W. Boone is an Associate Professor of Management and the Director of the
Executive-In-Residence Program (EIRP) at The Peter J. Tobin College of Business in St.
John’s University located in New York. Dr. Boone's primary research and teaching
interests involve organization theory and behavior, managerial decision making, creative
thinking, strategic planning, entrepreneurship, and management information systems. His
publications include: "Educating the Educators: Faculty Development Related to
Institutional Mission in Business Schools", in Journal of Academy of Business
Administration; "CONFIDE: A Collective Decision Making Procedure Using Confidence
Estimates of Individual Judgments", in Group Decision and Negotiation to name a few.
Sanya Makhani was the Graduate Research Assistant at The Peter J. Tobin College of
Business in St. John’s University located in New York. She is also a marketer with a
strategic outlook and MBA in International Business. She demonstrated aptitude for
efficiently managing digital marketing campaigns. Makhani is currently the Online
Marketing Coordinator for the Publishers Clearing House. This article is helpful and
narrow to the Literature Review because it addresses the five most important behaviors of
a great servant leader and the how an organization can grow in productivity depending on
the leader readiness to adopt the servant leadership approach.
Covey, S. R. (2006). Servant leadership: Use your voice to serve others. Leadership Excellence,
23(12), 5-6.
SERVANT LEADERSHIP
Discusses how organizations are established to serve human needs. The author explained
that a successful leader by working with others will gain more knowledge and abilities to
become more productive. Therefore, facilitates the creation of a team of people that
possess knowledge, and abilities that can compensate for the leader’s weaknesses. The
article also explains the meaning of wisdom and knowledge. Covey (2006) said that
wisdom is information and knowledge is impregnated with higher purposes and
principles and how it complements the servant leadership approach. The author believes
that the top people of great organizations are servant-leaders. Covey (2006) also believed
that these top servant-leaders are the most humble, reverent, teachable, respectful, and
caring people in their organizations and in society. Stephen R. Covey was an American
educator, author, businessman, keynote speaker, and the co-founder of the Franklin
Covey. His most popular book was The Seven Habits of Highly Effective People. Covey’s
other books include First Things First, Principle-Centered Leadership, The Seven Habits
of Highly Effective Families, The 8th Habit, and The Leader In Me — How Schools and
Parents Around the World Are Inspiring Greatness, One Child at a Time. He was a
professor at the Jon M. Huntsman School of Business at Utah State University. This
article is helpful to the Literature Review because discusses the outcome of a servant
leader who utilizes his or her strengths to build and motivate others. It also analysis how
organizations are only sustainable when they serve human needs.
Ebener, D. R., & O'Connell, D. J. (2010). How might servant leadership work? Nonprofit
Management & Leadership, 20(3), 315-335.
Examines the technicalities of servant leadership, mainly how it enhances organizational
citizenship and how that drives organizational effectiveness. Ebener and O’Connell
SERVANT LEADERSHIP
(2010) conducted a case study of three Catholic parishes and they identified three direct
leadership mechanisms: invitation, inspiration, and affection that cultivated serving
others. The case analysis also identified two organizational leadership methods: culture
building and structural initiatives, through which servant leaders promoted organizational
citizenship. Dan R. Ebener teaches organizational leadership and David J. O’Connell is
professor of managerial studies at St. Ambrose University, Davenport, Iowa. This study
contributed to the Literature Review by suggesting how leaders might promote the
growth and development of others, build servant-oriented organizations, and improve
overall organizational performance.
Fisher, James R., Jr. (2004). Servant leadership: Begin with the what and why. Executive
Excellence, 21(5), 15-16.
Addresses how problematic the concept of leadership has been and how today modern
technology has been producing prosperity and a growing class of professionals that are
independent and self-confident. Fisher (2004) suggested that this problematic
assumption of leadership functions today led to an egalitarian anti-hierarchical spirit
which threats the management importance and depicts leaders as dispensable. Therefore,
Fisher (2004) defines the what and why concept of leadership as a leader who has a
vision to see, the ability to serve, and the skill to design, sell and implement a strategy
that meets the first two criteria’s. Dr. James R. Fisher Jr. was a psychologist, author of
eight books in the genre of organizational development, and some 300 published articles
on: risk-taking, self-reliance, social cohesion, work habits, and relationships to power for
a changing workforce in an ever changing work climate. Furthermore, this article
contributed to the Literature Review by addressing the fact that a leader does not gives
people all they want, but rather that he or she helps people to find their way to what they
need. This research fits into the Literature Review by suggesting how a leader behaves as
an honest individual who shares with his or her workers the vision of the organization,
where the company is going, and how the leader, the organization, and the workers will
get there together.
Foster, B. A. (2000). Barriers to servant leadership: Perceived organizational elements that
impede servant leader effectiveness. (Order No. 9974230, The Fielding Institute).
ProQuest Dissertations and Theses, 386-386.
Examines the organizational barriers that impede the practice of the servant leadership.
The case study was conducted in a large corporation in the United States which name was
not revealed. The case study also utilized 20 participants that displayed the servant
leadership roles from which were selected senior managers, first-level supervisors, and
SERVANT LEADERSHIP
other influential leaders. This research was conducted by administering interviews that
were transcribed, approved and edited by the participants to ensure accuracy. The data
collected from the interviews were analyzed in order to identify the incidents of the
barriers that participants believed impacted their daily practice of servant leadership. The
results showed 10 major barrier categories which are: paternalism, lack of trust,
conflicting leadership styles, middle management barriers, misunderstanding of servant
leadership, self-serving personal agenda, lack of empowerment, limited communication,
inadequate listening, and lack of development. Foster (2000) concluded in his research
that servant leadership involves an aligned leadership model. Doctor Barry A. Foster is a
researcher. This research fits into the Literature Review by identifying practical steps
that an organization can take to prevail over the barriers and to build a positive
environment for improved servant leadership effectiveness. This research is helpful
because it discusses how an organization can move from a command and control
leadership to a more people centered leadership model. The research also suggested that
in order for servant leadership to be effective, it should be supporting by the
organizational culture.
Gebhart, J. (1995). Reflections on leadership: How Robert k. Greenleaf’s theory of servant
leadership influenced today's top management thinkers. Sloan Management Review,
36(3), 101.
Gebhart (1995) analyzes how Robert k. Greenleaf’s theory of servant leadership
influenced the 1990’s top management thinkers. The author mentioned Mary Parker
Follett (1995) view of leadership in her book called “Prophet of Management”. Follet
(1995) stated that a leader is a person who organize the experience of a group and have
the full power of the same. This leadership quality allows a leader to organize all the
forces within an organization and to make them serve a common purpose. Follet (1995)
makes clear the tasks of managers and provides eleven lectures on business organization
and management. Gebhart (1995) also discusses Larry C. Spears (1995) book on
Reflections on Leadership: Robert K. Greenleaf’s Theory of Servant Leadership. The
author introduces the beginning career stages of Robert K. Greenleaf and twenty-seven
essays written by management thinkers and practitioners of servant leadership. Jane
Gebhart is Freelance editor, writer, and publishing consultant at JHG Editing Services
located in Boston- Massachusetts. This research fits into the Literature Review by
providing Greenleaf’s servant leadership ideas and how it had broad applicability back in
the 1990’s. This research is helpful because it details Greenleaf’s beliefs on how
leadership and institutions becomes servants of the community their serve. The research
also highlights how much Greenleaf’s servant leadership theory influenced the
management thinkers of the 1990’s.
Hays, J. M. (2008). Teacher as servant applications of Greenleaf’s servant leadership in higher
education. Journal of Global Business Issues, 2(1), 113-134.
Defines and explains ten key attributes of Robert K. Greenleaf’s Servant Leadership that
where translated in to the educational context, therefore introducing the concept of the
"Servant Teacher." The research compares and contrasts the traditional lecture and course
format with one that corresponds to servant teaching. It also argues that the conventional
education approach emphasizes the "teacher-student" type. This style of teaching
resembles the command and control, hierarchy, and power discrepancy that encourage
dependence, compliance, and passivity. On the other hand, servant leadership model
SERVANT LEADERSHIP
proposes initiative, responsibility, ownership, self-direction, creativity, empowerment,
and teamwork. Doctor J. Martin Hays is a researcher and professor at the Australian
National University- Canberra (Australia), where he teaches courses on Management and
Leadership, and of Management and Organization. He is also a practicing Management
Consultant who had led a variety of Organizational Development and Change projects on
four continents, including in Zambia-Africa. Dr. Hays’ research interests include the
development of wisdom and enlightened leadership, leadership and management
practices, teamwork and collaboration, and the dynamics of organizational change. He
also had written journal articles on teams, teamwork, Communities of Practice, and
threshold concepts, and transformational learning in higher education. This research fits
into the Literature Review by applying the principles, values, and practices of Servant
Leadership to teaching. How the servant leadership model can make a difference on the
impact of learning and in the learning experience of both students and teachers.
Jones-Burbridge, J. (2012). Servant leadership. Corrections Today, 73(6), 45-47.
This article addresses the ten characteristics and qualities of servant leadership that are
vital to the development of a servant leader. These characteristics are listening, empathy,
healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment,
and building community. Jones-Burbridge (2012) discusses the values of servant
leadership and suggested skills to practice the principles of servant leadership. Previous
research has shown that servant leadership in fact works for individuals and for group
settings, therefore, the author poses a question: how does one ask followers and
subordinates to display the characteristics of a servant leader? Because the concept of
servant leadership has developed over time to mean that, the servant leader not only cares
about what he or she does, but also about his or her followers. Jo Ann Jones-Burbridge is
an Associate Director of the Texas Juvenile Crime Prevention Center, College of Juvenile
Justice and Psychology. This research fits into the Literature Review by defining servant
leadership, the ten characteristics of a servant leader, and the organizational and
employee development. This research is helpful because examines the concept of servant
leadership and suggests that the model should be part of each leader’s character and
should be demonstrating to it fullest.
Schneider, S. K., & George, W. M. (2011). Servant leadership versus transformational leadership
in voluntary service organizations. Leadership & Organization Development Journal,
32(1), 60-77.
This research tested the application of two leadership models to a voluntary service club,
the Servant leadership and the transformational leadership. In the case study, the Servant
leadership better explained the attitudes and commitment of service organization
members than transformational leadership did. Both leadership styles were hypothesizing
to be interceded by empowerment. The case study conducted at eight clubs of a national
voluntary service organization, examined whether transformational and “servant”
leadership was positively relate to club member satisfaction, commitment and intentions
to stay in the club. In addition, a sample of 110 participants completed either a printed or
an online survey on the leadership style of their current club president. The case study
findings showed that while transformational leadership and servant leadership styles were
highly correlated, servant leadership was a better predictor of the voluntary club
members’ commitment, satisfaction, and intentions to stay. Sherry K. Schneider is a
Faculty Member in Industrial/Organizational (I/O) Psychology at the University of West
SERVANT LEADERSHIP
Florida. Her research interests are in leadership, organizational identity, and group
processes. Winnette M. George received her MA at the University of West Florida, and is
currently working in Trinidad as a consultant. This research fits into the Literature
Review by examining how leaders of service clubs may desire to implement a servant
leader style. Therefore, these servant leaders may find it practical to present empowering
experiences to encourage volunteers to perform service club activities effectively. This
research is helpful because compared directly servant versus transformational leadership
in a voluntary organization.
Spears, L. C. (1996). Reflections on Robert K. Greenleaf and servant-leadership. Leadership &
Organization Development Journal, 17(7), 33-35.
Discusses the how some organizations had transitioned from the traditional styles of
leadership to a servant-leadership model, which is based on teamwork and community.
This new leadership style engage others in decision making, is strongly based in ethical
and caring behavior, and is enhancing the growth of people. Servant leadership model
also improves the caring and quality of many institutions. Spears (1996) stated that
Servant-leadership is a leadership term and philosophy, that originated by Robert K.
Greenleaf, which positions serving the greater needs of others as the primary goal of
leadership. Larry Spears is the Executive Director of The Greenleaf Center for Servant-
Leadership located in Indianapolis, USA. The Greenleaf Center for Servant-Leadership is
dedicated to spreading the message of servant leadership originated by Mr. Greenleaf.
Robert Greenleaf was Director of Management Research at AT&T and a visiting lecture
at MIT’s Sloan School of Management and t the Harvard Business School. This research
fits into the Literature Review because examines Greenleaf’s central meaning of the
servant leadership model, which emphasizes that the a great leader is first a servant to
others, and that this simple truth is central to his or her greatness. Greenleaf’s servant
leadership model also states that a true leadership surfaces from those whose primary
motivation is a deep desire to help others.
Spears, L. C. (2009). Servant leadership: Cultivate ten characteristics. Leadership Excellence,
26(5), 20.
Provides a brief description of the word character, which is the trait exhibited by a
person. Spears (2009) suggested that a character education is based on a belief that
positive character traits can be taught and learned. The author implied that many authors
have examined the significance of character to leadership and listed character traits
practiced by leaders. Spears (2009) said retired AT&T executive Robert K. Greenleaf
(1904-1990) launched a quiet revolution in the way Americans view and practice
leadership by creating the term servant-leadership. The author mentioned that The
Character counts program of the Josephson Institute of Ethics teaches six core values or
pillars of character: thrust worthiness, respect, responsibility, fairness, caring, and
citizenship. Spears (2009) identify 10 characteristics that contribute to servant-leadership.
These are: listening, empathy, healing, awareness, persuasion, conceptualization,
foresight, stewardship, commitment to the growth of people, and building community.
Larry Spears is the Executive Director of The Greenleaf Center for Servant-Leadership
located in Indianapolis, USA. The Greenleaf Center for Servant-Leadership is dedicated
to spreading the message of servant leadership originated by Mr. Greenleaf. This research
fits into the Literature Review by defining servant-leadership and character and
identifying ten characteristics that contribute to servant leadership. The article is helpful
SERVANT LEADERSHIP
to the Literature Review because it is a narrow research that addresses how the ten
characteristics corresponds to the power and promise that servant leadership proposes to
those who are open to its challenges.
Stanzione, A. (2009). The path of servant contract leadership. Contract Management, 49, 58-61,
63-65.
Examines how to improve collaboration between the project management and the
contracts offices by applying Robert K. Greenleaf’s servant-leadership model. The
author concluded that an organization in which the contracts department takes the
"servant-lead" in servicing project management and operations creates a more unified
teamwork. Stanzione (2009) explained that a servant-leader contracts professional should
be like a traffic control officer that assists the project management office by posting the
rules and keeping traffic running smoothly. Stanzione (2009) believed that by applying
Greenleaf’s theory of servant-leadership to the contracts environment will help empower
contracts management personnel and at the same time as to help both project
management and contracts offices agree on issues. Allie Stanzione, MBA, is a contracts
negotiator in Raytheon Company. She is a member of the Boston Chapter of NCMA and
is a 2008 graduate of NCMA’s Contract Management Leadership Development Program.
This research fits into the Literature Review by helping to bridge the gap between project
management and the contracts offices. It also gave another perspective into the
implementation of the servant-leadership theory into the contract management field. This
research is helpful because is a narrow research focusing on the communication issues
the project management and contracting offices have. Both offices are two distinctive
entities, with different goals and expectations. These two departments often fail to
communicate their goals clearly to one another, thus leading to confusion and
misunderstanding.
Vargas, P. A. & Hanlon, J. (2007). Celebrating a profession: The servant leadership perspective.
Journal of Research Administration, 38, 45-49, 11, 13.
Discusses how the Research administration as a field was developed and how
requirements have changed the functions and roles with in the same. The Research
administration now takes on leadership responsibilities, such as, providing both service
and leadership. This new leadership responsibility is compared to Robert Greenleaf's
concept of servant leadership. Greenleaf believes that being a good servant can in fact
build trust and provide the foundation for earned leadership, which he considers much
more effective than leadership based on hierarchy. This article reflects upon the
profession of research administration and follows up on some thoughts initially presented
in The Research Administrator as Servant Leader. Pamela A. Vargas, M.B.A is Executive
Director of the Kutztown University Research Center located in Breinigsville, PA. She
has also served in various positions in research administration at the Air Force Institute of
Technology and the University of Notre Dame. She is a member of SRA since 1994, she
has served as committee chair and annual meetings chair, and is member of the SRA
Distinguished Faculty. Jim Hanlon, CHRP is the Manager of Human Resources and
Administration at the TRIUMF, Canada’s national laboratory for practice and nuclear
physics, located in Vancouver, British Colombia. He has been an active member of SRA
since 1992, has served on the Board, has chaired and co-chaired a number of SRA
committees and is a member of the SRA Distinguished Faculty. This research fits into the
Literature Review by utilizing the servant-leadership theory to the profession of research
SERVANT LEADERSHIP
administration therefore, looking gat the Research Administrator as Servant Leader .This
research is helpful because explains the leadership responsibility of a Research
Administrator. It also addresses how they gain trust, showing his or her concern for those
they serve, and build relationships, while making sure that their messages are heard and
there are no obstacles when performing the research. The Research Administrator
primary goals are to serve and lead his or her researchers, while still keeping in mind his
or her responsibilities to his or her institutions, sponsors, and community.
Zhang, Y., Lin, T., & Foo, S. F. (2012) "Servant leadership: A preferred style of school leadership
in Singapore", Chinese Management Studies, (6)2, pp.369 – 383.
Explores which leadership style “servant leadership” or “authoritative leadership” styles
are seen as the preferred one in the public sector in Singapore. The case study was
conducted by utilizing the survey method with school leaders in several school clusters in
Singapore. The authors used quantitative and qualitative analysis approaches to analyze
the preference between “Servant leadership” and “Authoritative leadership” styles. The
research findings showed that servant leadership is more acceptable than authoritative
leadership. The findings also showed that servant leadership is more effective because it
reflects a better use of leaders' power. The research provides the analyses on
organizational leaders with insights on the relevance and effectiveness of their leadership
styles. Dr Yenming Zhang is an Associate Professor in the Policy and Leadership Studies
(PLS) Academic Group, National Institute of Education. The courses he teaches include:
Cultural and Behavioral Leadership, Principalship, Supervision, Chinese Classics on
Change, Contemporary Issues in Strategic Education Management, among others. His
research interests and publications are in the areas of Eastern philosophies applied to
leadership in modern organizations; Chinese perspectives on leading change; and
management consultancy in China. Dr Tzu-Bin Lin is an Assistant Professor in the Policy
and Leadership Studies (PLS) Academic Group, National Institute of Education, NTU.
He teaches Education Policy Analysis for heads of department in the Management and
Leadership in Schools (MLS) program and lectures stakeholders in education in the
Leadership in Education Program (LEP) for principal training. His research interests are
policy sociology, media literacy, multicultural education, critical discourse analysis and
micro politics in education. He published in several international journals and edited
books. Dr Suan Fong Foo was a Principal at Nan Hua High School (2003-2009), a Vice-
Principal at Jurong Junior College (2001-2003) and a Curriculum Specialist at
Curriculum Planning and Development Division, Ministry of Education, Singapore
(1992-1995, 1998-2001). The courses he teaches include: Education Policy: Formulation
to Implementation; Human Resource Management; and School Leaderships and
Management. His research interests and publications are in the areas of school culture
and school management; school leadership; curriculum leadership, etc. This research fits
into the Literature Review because it describes how the concept of “servant leadership”
became progressively more relevant in organizations while the “authoritative leadership”
style continues to be in place as one of the effective styles.
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SERVANT LEADERSHIP
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SERVANT LEADERSHIP
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