Research paper:SL
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1. Proposal : 150 words – a page
………………..
2. Research paper
I want you to write a paper on a leadership concept/theory that we will discuss throughout this course. This paper should be in the form of a literature review. For example, you may decide to write a paper on the effectiveness of transformational leadership in the healthcare setting. Or another example is a paper on the determinants of job satisfaction among millennials. Of course, you may not use either of the examples as your paper topic, but be creative in coming up with a paper topic for your research paper. It should be something that is timely and interesting to read. It should also be something that you are able to find literature on, particularly academic literature. I want to see at least 15 different sources (peer reviewed scholarly articles (10), magazine articles, newspaper columns, books, stories, etc (5)). This paper should be no more than 15 pages (no less than 10 pages) and should be double-spaced, using 12 pt Times New Roman font and 1 inch margins on all sides.
Here is a sample of what the paper should look like:
1. Introduction – Brief explanation of the concept/theory and the purpose of the paper.
2. Literature review – Discussion of what other researchers have found regarding your paper topic.
3. Conclusion – What you learned from conducting research on this concept/theory.
3. Power Point
Students are expected to prepare a formal digital presentation with no more than 5 slides (cover slide, introduction and purpose of study, literature review – 2 slides, conclusion).
research paper/SL.docx
Servant Leadership in Ppractical Iindustries and Ccultural Pperspectives: Literature Review
I. Introduction
The important role of leadership is considering as a keyword to create success in the organization. The function of leadership is as vital as the role of management and they support together to increase the effectiveness of the organization, especially in fluctuation of the economic era in recently. Servant leadership is one leadership style based on ethical, pro-social or people-centered behaviors (van Dierendonck, 2011; Chiniara & Bentein, 2015). According to Spears, there are four elements of insights on leadership, which are service, stewardship, spirit, and servant-leadership (1998). TIn this literature review focuses on servant-leadership as it is a core factor to create leadership and affects other factors in the practice nowadays.
Moreover, servant-leadership is an interesting topic to investigating a variety of parts of society. However, the link between servant-leadership and other factors is limited and how servant leadership appears in practice in different countries is questionable. According to Liden et al. agreed that majority of studies about servant leadership are limited to gain across different types of organizations and cultures (2008).
The objective of the literature review indicates there is a relationship between servant-leadership and other factors as well as an impact of servant leadership in practical industries such as business, health care, education organizations and hospitality industry; as well as in cultural perspectives.
II. Servant Leadership
Background of servant leadership
The background of servant leadership comes from the literature of Greenleaf (1977). Spears agreed with Greenleaf that “the difference manifests itself in the care taken by the servant - first to make sure that other people’s highest priority needs are being served” (1998, p. 3). According to (Frick 2004), servant-leadership is the person who has authentic and ethical leaders and they have a trust and desire to follow and are servants first.
According to (Greenleaf, 1977; Spear, 1998; Frick, 2004) argued ten characteristics: “Awareness, Listening and Understanding, Empathy, Healing, Persuasion, Persuasion, Conceptualization, Foresight, Stewardship, Commitment to the growth of people, Building community ”. Ehrhart identified seven primary elements of servant leadership behavior: “forming relationships with subordinates, empowering subordinates, helping subordinates grow and succeed, behaving ethically, having conceptual skills, putting subordinates first, and creating value for those outside of the organization” (2004, p. 73). (Barbuto & Wheeler, 2006; Trivers, 2009) developed five factor of servant leadership: “altruistic calling, emotional healing, wisdom, persuasive mapping, and organizational stewardship” based on eleven dimensions previous research:” calling, listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, growth, and community building”.” Liden et al. acknowledged nine dimensions of servant leadership such as: “emotional healing, creating value of for the community, conceptual skills, empowering, helping subordinates grow and succeed, putting subordinates first, behaving ethically, relationships, servant-hood” (2008, p. 162). Van Dierendonck et al. gathered eight characteristics of servant leadership: “Empowerment, Accountability, Standing back, Humility, Authenticity, Courage, Interpersonal acceptance, Stewardship” (2011, p. 251-252). Comment by HP: You need to rewrite this entire paragraph. No one is going to read this and understand it. Comment by HP: You can’t have a single quote from three different authors. That is not possible. You will need to fix this.
Reviewing the characteristics, dimensions, or factors of servant leadership is imperative to know how theoretical servant leadership exists and develop in a long history since it is hard to deny that the relationship between theoretical to research and apply in practical. Besides, it is interesting to know that servant leadership is a huge topic of leadership style about the potential to research and develop theories. In general, the authors of research agreed to reveal a foundation of servant leadership with the necessary skill to be achieving servant leadership (Barbuto & Wheeler, 2006; Liden et al., 2008). However, within the significant changes of society, some suggested adding some characteristics such as authenticity, servant-hood or humility (Dierendonck et al., 2011).
As a result, there are some research papers that highlighted the link between servant leadership and other factors. According to (Liden et al. 2008) indicated there is a positive relation between servant leadership to job performance and institution commitment. (Greenleaf, 1977; Liden et al., 2008) revealed that when the goal of servant leadership is to assistant and develops the followers; this leadership style has a positive effect on organization outcome. (Liden et al., 2008) argued servant leadership interprets a vast number of additional variance in supervisor-rated, subordinate in-role performance. (Kwak et al., 2015) agreed that if the leaders want to motivate the followers to offer a flavor service to the customer, they need to show a high level of servant leadership to their members. Comment by HP: Did not fix. Comment by HP: Did not fix like I told you to. Comment by HP: Did not fix.
Moreover, some scholars argued that the servant leader not only assistant the follower but also nurture the healthy attitude of service of the follower toward the organization (Ruíz et al., 2010; Kwak et al., 2015). Ruíz et al. believed servant leadership is an intangible resource and impacts on the cultural institution and follower’s perception via serving such as behavior and attitudinal guides (2010). The role of servant leadership develops in an ethical and a community culture. It is evident that the relationship of servant leadership to the institutions or the communities culture.
Servant leadership – Transformation leadership – Leader-member exchange
Discovering difference between servant leadership and other dimensions such as transformation leadership and leader-member exchange are the interesting topics by many researchers since they recognized that some characteristics of them are similarity and overlap. Bass (2000) argued that one of the main distinguishes between transformational leaders and servant leaders are the intent of the leader. Van Dierendonck et al. revealed that transformation leadership concentrates on organizational effectiveness and a perception of the leader (2013). Furthermore, Graham (1991) argued that transformation leadership emphasizes skills of the leader in performance, effort, and gaining outcomes set out, particularly hierarchical power relationships between leaders and followers. In contrast, van Dierendonck et al. indicated that servant leadership concentrates on and an expected enhancement of the psychological needs of followers (2013). Graham (1991) also suggested the role of servant leadership that the humility and spirituality of leader, service orientations of leader. In general, van Dierendonck et al. found that transformation leadership is more effective than servant leadership because it focuses on the need of the organization than personal needs, on the other hand, the advantage of servant leadership is considered an environmental uncertain and impacts on individual specific (2013). According to Barbuto & Wheeler argued the different role of leaders in servant leadership, transformational leadership, and leader-member exchange are to serve followers, to inspire followers to pursue organizational goals and to development positive relationships with followers respectively (2006). Servant leadership and transformation leadership are available in five levels such as the individual interpersonal, group, organizational and societal level while leader-member exchange just achieves in three level such as individual, interpersonal and group level.
III. Servant leadership and factors of practical industry
Servant leadership in business, educational institution, hotel & tourism industry and health care industry
In business, an investigation of (Song et al., (2015) showed the relationship servant leadership and team performance via promoting a knowledge-sharing climate. Servant-leadership was evaluated by using the 14-item Servant-Leadership Scale developed by Ehrhart (2004). The results of the research showed that there is the relationship between servant leadership and team performance via a knowledge-sharing climate. A similar research of Sousa et al. examined shared servant leadership effects on team performance via team behavioral integration in business administration (2016). Data was collected by an online survey. The results revealed that the shared servant leadership effect on team behavioral integration by contributing servant leadership. From the finding, Sousa et al. suggested that when collectivist forms of leadership integrated with self-managed teams in the organization, shared leadership processes, especially shared servant leadership will raise collective behavior, information exchange and shared decision-making (2016). Furthermore, (Khan et al., (2015) examined the effect of servant leadership on workplace spirituality with a testing role of institutional culture. Servant leadership used 23 items with 4-point Likert-type scale by (Barbuto &and Wheeler, 2006). The results showed that even in the commercial institution, servant leadership style improves spirituality. The operating leader motive with the servant leadership style in the organization will increase the performance of followers.
In the educational organization, using a quantitative approach, Mahembe et al., analyzed the relationship between servant leadership, organizational citizenship behavior and team effectiveness (2014). As a result, there is a significant relationship between servant leadership and team effectiveness. Mahembe et al. suggested that principals who have the servant leadership style are able to contribute to the overall educational institution effectiveness (2014). Similarly, Shaw et al. indicated the principal respects for teachers as the servant leader serve the followers via encouragement, support, and development (2014).
In the hospitality and tourism industry, (Kwak et al., (2015) researched about servant leadership and customer service quality. They used (Liden et al., 2008) which is 28 items with a 5-point Likert scale to examine the relations servant leadership with others. As a result, the servant leadership style of supervisor dramatically affects customer’s perception of service quality via both at the individual level and group level occupational citizenship behavior. (Zou et al., 2015; Hsiao et al., 2015) also explored effects of servant leadership in the hospitality industry. According to Hsiao et al. indicated the impacts of servant leadership on customer value co-creation through employee level which is positive psychology and service-oriented organization citizen behavior (2015). (Ling et al., (2016) revealed the influence of top- and middle-level servant leadership on employee service behaviors and performance. The result of the study indicated a significant relationship between levels and effects of servant leadership to employee service-oriented behaviors. According to Varra et al. argued that servant leadership has a significant effect on the sustainable competitiveness of tourism destination (2012). They also indicated servant leadership improves inside organizations such as organizational decisions which are related followers and outside organization such as related among stakeholder and contributes to enhancing the quality of the tourist product via satisfied needs of the tourists. The investigation of (Varra et al., (2012) is based on ten characteristics of servant leadership of (Greenleaf, (1977) to argue the important role of servant leadership in tourism industry application. Comment by HP: Put this citation at the end of the sentence.
In the healthcare industry, (Erkutlu et al. (2015) highlighted the positive impact of empowerment role identity and creative role identity to a significant relationship between servant leadership and innovation implementation behavior of followers. Sturm (2009) showed that the servant leadership model provides personal and professional development, empowering nurses to play a leadership role, which raises collaboration, satisfaction and retention of the nurse.
Nowadays, it is interesting to note that the roles of theoretical servant leadership applications in many industries are attractive topics by the researchers, especially in the last five years (Sousa et al., 2016; Ling et al., 2016). The business industry and hotel and& tourism industry are fields that created a number of servant leadership application outcomes as they cognized that the immediate influence of servant leadership in practiceal (Song et al., 2015; Khan et al., 2015; Hsiao et al., 2015). On the other hand, the limited paper studied about servant leadership impact on the healthcare industry and educational organization in practice because some reasons like lack of research resources (Jackson, 2007). Most studies in many fields indicated that servant leadership has the indirect or direct effect on another factor such as employee behavior, customer behavior, and organizational behavior via motive follower by serving.
Measure Research Discussion
There are many kinds of research that found the relationship between servant leadership and other criteria. They used diversify research method to research about relations servant leadership with other criteria that were used such as 14-item (Ehrhart, 2004), 23-item (Barbuto &and Wheeler, 2006), 28-item (Liden et al., 2008) and 30-item (van Dierendonck & Nuijten, 2011). These methods of research are very useful to reveal the positive and significant relationship with servant leadership.
The study of the one-dimensional scale of Ehrhart (2004) emphasized on ethical behaviors and prioritization of subordinates’ concerns which was based on the seven dimensions of Ehrhart (1998). The study of Barbuto & Wheeler found five important factors of servant leadership which are a positive relationship with “transformational leadership, leader-member exchange, extra effort, satisfaction, and organizational effectiveness” (2006, p.300). According to Liden et al. explained that 28- items are created by the four highest-loading servant leadership items and seven characteristics of servant leadership (2008). According to van Dierendonck & Nuijten explained: “Servant leadership has overlap with other leadership styles,—most notably due to its multi-dimensional nature—it also adds unique elements to the leadership field” , therefore, “eight factors captured by 30 items which could empirically be differentiated and conceptually interpreted” (2011, p.255-261).
|
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Ehrhart (2004) |
(Barbuto & Wheeler, 2006) |
(Liden et al., 2008) |
(van Dierendonck & Nuijten, 2011) |
|
Primary characteristic of servant leadership mention in search |
Ethical behavior The prioritization of subordinates’ concerns |
Altruistic calling Emotional healing Wisdom Persuasive mapping Organizational stewardship
|
Emotional Healing Creating value for the community Conceptual skills Empowering Helping subordinates grow and succeed Putting subordinates first Behaving ethically |
Empowerment Accountability Standing back Humility Authenticity Courage Forgiveness Stewardship
|
|
Other dimensions |
Organizational Citizenship Behavior |
Transformational leadership Leader-member -exchange |
Transformational leadership Leader–member exchange In-role performance Organizational commitment |
Transformational leadership Punishment behavior Ethical leadership Charismatic leadership Leader-member-exchange Servant leadership (Ehrhart,2004) |
14-items of Ehrhart (2004) used to examine the relationship servant leadership with a factor while 23-items of (Barbuto and& Wheeler , (2006) used to reveal the relationship the variety characteristic of servant leadership with a factor or some factors based on the correlation between them. In addition, 28-items of (Liden et al., (2008) are developed from (Barbuto and& Wheeler, (2006) which more characteristic of servant leadership and more other dimensions in multilevel. Since the increasing number of characteristics of leadership styles, these become similarities and overlap of 30-items of van Dierendock et al. used to examine the inter-correlations between characteristic of servant leadership with other factors in multi-dimensional nature (2011).
According to (Ehrhart 2004; Liden et al., 2008; van Dierendonck & Nuijten, 2011) agreed that empowerment is a vital characteristic of servant leadership. While (Barbuto & Wheeler, 2006; van Dierendonck & Nuijten, 2011) agreed that an important role of stewardship in servant leadership, (Ehrhart, 2004; Liden et al. 2008) agreed ethical behavior is a characteristic of servant leadership. According to van Dierendonck & Nuijten found that “empowerment, standing back, humility, and stewardship showed the strongest overall overlap with the Liden et al. scale” (2011, p. 259). In general, the studies provide the developing characteristics of servant leadership. Although some of them have some differences, those studies are suitable with the developing theoretical framework of servant leadership. Furthermore, it is interesting that the models of servant leadership are developed significantly by the period of time. It is important that the development of the measure of research of servant leadership helps the understanding some models that are used in studies that depend on the different objectives of the research. For example, the purpose of the research of Song et al. used 14-items to reveal whether relationship servant leadership with a factor which is team performance or not (2015). Song et al. did not show the characteristics of servant leadership because they just examined in general servant leadership (2015). In a different example, Khan et al. based on 23-items with five characteristic of servant leadership such as altruistic calling, emotional healing, wisdom, persuasive mapping and organizational stewardship to measure the correlation between servant leadership with other factor (Year of publication?). Based on 44% of correlation in the result of Khan et al. concluded servant leadership affect to workplace spirituality (2015, p 110). Other example of Kwak et al. used 28-items to research relationship servant leadership with factors in multilevel of dimensions including individual and group level (2015). Besides, the increasing numbers of theoretical or method studies will contribute the potential research application about servant leadership and workplace. It is evidence in research of (Song et al., Khan et al., Kwak et al., 2015). Comment by HP: Year of publication
IV. Servant leadership and cultural perspective
According to (Rubio-Sanchez et al., (2013), there is a significant influence of the perception of characteristics of servant leadership in organizational culture. The majority of national cultures showed positive voting for values aligned with the servant leadership model. The result of research revealed that executive leaders in international business organizations seek success via incorporating behaviors that are servant leader values. There is a link between cultural values and leadership styles when their interaction among countries. (Rodriguez-Rubio et al., (2013) indicated that the gender and age in cultural perspectives forward the acceptance of servant leadership. Understanding cultural values among countries is important as cultural perspectives can impact leadership styles.
The study of Top et al. revealed there is a significant relationship “between the subordinate response and the servant leadership; between the traditional national cultural reflection on the leadership and organizational commitment” (2015, p. 12). They indicated the important role of servant leadership that is an interesting topic via diversity organizations since changes in the workplace and in society. According to (Varra et al. (2012), servant leadership is a cultural orientation popular to all local leaders.
A study of Zou et al. showed the indirect relationship between servant leadership and helping behavior through leader-member exchange and team-member exchange (2015). Zou et al. argued that leader-member exchange is a sort of leadership building in Asia (2015). The research about the effect of servant leadership on workplace spiritually (Khan et al., 2015) emphasized the role of participating culture as moderating.
There is the rising evidence about the cultural perspective reflection on servant leadership because of a result of the constantly promoting cooperation among nations. Therefore, they revealed that a profound understanding of the cultural perspective affects directly or indirectly to the effectiveness of servant leadership in serving the followers or the organizations. However, the studies just focus on some specific cases without the comparisons among different cultural organizations or communities.
V. In conclusion
Theoretical implications
The servant leader is found out by (Greenleaf, (1977) and become developed by many studies until now. In theoretical development, moreover, the discernment between the role of servant leadership and other factors such as transformation leadership or leader-member exchange is revealed by some studies. The theoretical servant leadership development provides the special meaning to contribute about leadership style in general and servant leadership practice. In addition, it is interesting that there is a significant and positive link between characteristics and factors of servant leadership and measure of research in the servant leadership studies. The positive signals of servant leadership with cultural perspectives are also found, but those are limited in several research papers. Further studies should find out more evidence about the influence of servant leadership via the cross-culture perspectives. It is interesting that in this literature review find out the development of servant leadership is only in characteristics but also in multilevel. It is also suggest that further research compare the effectiveness of servant leadership on both individual and group level in practice.
Management implications
Servant leadership is favoring research in business, education, hotel, healthcare industry and other non-profit organization. The recent research showed the definition of servant leadership is noted among the industries and exploited effectively by the leaders. In particular, servant leadership is a leadership style that common use accessible because the requirement of leader interacting with individual and organization in different countries and how they can motivate effectively the follower. Using servant leadership is not only improving the level of performance of the follower but also, sustainable growth, enhance innovation and effectiveness of the organizations.
References:
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