What are the major findings about Servant Leadership from the scholarly sources you found? How will your research be applied in an organizational setting

Annotated Bibliography – Servant Leadership

Gianne Karla V. Bruner

American Public University

MGMT 605 – Leadership

Dr. Joseph McGill

22 Sep 2024

Annotated Bibliography

Coetzer, M. F., Bussin, M., & Geldenhuys, M. (2017). The functions of a servant

leader. Administrative Sciences,  7(1), 5. https://www.mdpi.com/2076-3387/7/1/5

The article examines the role of servant leadership within organizations. It also explains how servant leaders operates in the organization by focusing on the needs of their team through empathy, collaboration, and ethical conduct. It also discusses survey results that outlines the top characteristics of servant leaders, as well as the competencies of servant leaders. Finally, it discusses the beneficial effects of servant leadership on employee satisfaction, performance, and overall organizational culture and effectiveness.

Elche, D., Ruiz-Palomino, P., & Linuesa-Langreo, J. (2020). Servant leadership and organizational citizenship behavior: The mediating effect of empathy and service climate.  International Journal of Contemporary Hospitality Management,  32(6), 2035–2053. https://doi.org/10.1108/IJCHM-05-2019-0501

The article explores the influence of servant leadership in organizational citizenship behaviors (OCB) in its employees. It provides a deeper explanation as to why and how servant leaders who prioritizes their team’s needs, positively impacts OCB by fostering a supportive and collaborative work environment. It also provides evidence that servant leadership not only enhances organizational morale and engagement but also cenhances organizational effectiveness.

Otto, K., Geibel, H. V., & Kleszewski, E. (2021). “Perfect Leader, Perfect Leadership?” Linking Leaders’ Perfectionism to Monitoring, Transformational, and Servant Leadership Behavior.  Frontiers in Psychology,  12, 657394–657394. https://doi.org/10.3389/fpsyg.2021.657394

This article explores various leadership styles to include monitoring, transformational, and servant leadership styles. It also talks about how leaders’ perfectionist traits can influence their effectiveness within the workplace while providing positive, as well as negative effects. By exploring the effects of perfectionism and how it translates to various leadership behaviors, the authors contribute to the ongoing discussion about how different leadership styles can affect the workplace.

Richardson, T. M., Earnhardt, M. P., Morris, T., & Walker, S. M. (2023). SERVANT-LEADERSHIP IN THE MILITARY.  The International Journal of Servant-Leadership, 17(1), 285-315. http://ezproxy.apus.edu/login?qurl=https%3A%2F%2Fwww.proquest.com%2Fscholarly-journals%2Fservant-leadership-military%2Fdocview%2F2918788720%2Fse-2%3Faccountid%3D8289

The article explains why servant leadership can enhance the morale, cohesion and mission effectiveness of military organizations. The authors explain how military leaders can practice servant leadership by taking care of their team and foster a culture of trust and collaboration. It also delves into the positive outcomes of servant leadership within a military organization such as increased morale, commitment and communication.

Spears, L. C. (2023). A JOURNEY IN SERVANT-LEADERSHIP.  The International Journal of Servant-Leadership, 17(1), 1-13. http://ezproxy.apus.edu/login?qurl=https%3A%2F%2Fwww.proquest.com%2Fscholarly-journals%2Fjourney-servant-leadership%2Fdocview%2F2918788249%2Fse-2%3Faccountid%3D8289

The author examines the significance of servant leadership and discusses leadership actions like listening, empathy, and community building, which shows these are essential to effective leadership and organizational success. Through his personal experiences, Spears shares embracing a servant leadership approach and underscoring its importance in today's intricate and diverse workplace.

Spears, L. C. (2023). THOUGHTS ON SERVANT-LEADERSHIP IN THE MODERN ERA. The International Journal of Servant-Leadership, 17(1), 15-20. http://ezproxy.apus.edu/login?qurl=https%3A%2F%2Fwww.proquest.com%2Fscholarly-journals%2Fthoughts-on-servant-leadership-modern-era%2Fdocview%2F2918788337%2Fse-2%3Faccountid%3D8289

The author explains how servant leadership qualities such as empathy and active listening can have a positive impact in fostering inclusive environments for employees. It also explains that servant leadership is a philosophy that guides leaders in building a resilient, inclusive and positive organization. It highlights the importance of servant leadership in today’s modern organizations that is technology-reliant and where social interactions are becoming less and less evident.

Trompenaars, A., & Voerman, E. (2010). Servant-leadership across cultures : harnessing the strength of the world’s most powerful management philosophy. McGraw-Hill Education.

The author explores the principles of servant leadership and how they apply this leadership style across cultural settings. It also highlights the importance for leaders to prioritize their teams' needs, encourage collaboration, and uphold ethical practices. Using examples from various organizations, it illustrates how servant leaders can lead to success and innovation while boosting employee engagement.

van Dierendonck, D., & Patterson, K. (2015). Compassionate Love as a Cornerstone of Servant Leadership: An Integration of Previous Theorizing and Research.  Journal of Business Ethics,  128(1), 119–131. https://doi.org/10.1007/s10551-014-2085-z

The article highlights the role of compassionate love in servant leadership. It talks about how compassionate love is the reason for a leader’s ability to empathize with and support their team. Using research and exploring existing theories, the authors provide a compelling argument that compassionate love is a foundational core in servant leadership.

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Servant Leadership

Gianne Karla V. Bruner

American Public University

MGMT 605 – Leadership

Dr. Joseph McGill

6 Oct 2024

Introduction

Servant leadership can be explained as transformational leadership based on serving others. Traditional leadership models have their base in the power and authority of the leading figure. On the contrary, in the case of servant leadership, the hierarchical relationship is upside down because the leader serves his or her people. The concept also strongly emphasizes employee empowerment, a harmonious working environment, and personal and professional development. Success regarding servant leadership has been evaluated several times in establishing employee satisfaction, team cohesion, and, consequently, organizational success. He achieves this by meeting the needs of his employees and creating an inclusive culture where one is motivated to give the best for the realization of success together. This concept, developed formally first by Robert K. Greenleaf in the 1970s, relates to today's diverse and fast-moving work environments. Through it all, servant leadership remains an enabling framework for ethical decision-making, effective communication, and resilience in the tides of rapidly changing organizational realities. Based on a wide array of scholarly sources, this paper discusses the relationship of servant leadership to inspiring a vision, leading change, and fostering effective teamwork to show how great this leadership style has had on today's organizations.

Creating an Inspiring Vision

As such, Servant Leadership enshrines the development of a vision in the minds of its members by harmonizing the leader's aspirations with the personal values and needs of its members. In such a case, to this effect, the servant leader will be able to express such a vision that personally has touched the employees to the level where engagement and commitment to higher causes are engendered. Coetzer, Bussin, and Geldenhuys 2017 affirm that the servant leader not only stipulates the goals but inspires followers to see themselves as part of that vision. The tendency is that there is more excellent buy-in because people think their input will help attain those shared goals.

Compassionate love is another element that promotes this, according to van Dierendonck and Patterson (2015), which cultivates vision. Indeed, the authors have claimed that since servant leaders can relate emotionally to the team members, they can command more loyalty and dedication. The servant leader lets the team members know that they are looking out for the well-being of the latter, thereby instilling in them a sense of direction or purpose beyond the organizational goals set out by the management. Once the team members perceive their importance in the team, they are likely to combine their personal goals with the course the leader sets

Trompenaars and Voerman, 2010, further indicate that this aspect of servant leadership, inspiring vision, is bound across cultural boundaries. Explaining this, the authors maintain that empathy, ethical conduct, and collaboration in servant leadership are universally accepted values; thus, one can apply a leadership style anywhere in the world by dwelling on shared human values that nurture vision in culturally diverse organizations. Less top-down and less dictatorial, servant leaders invite the team in to co-create the vision, further reinforcing a sense of collective ownership.

Spears reinforces that servant leaders inspire vision through critical action-building, community, and active listening. The more one is heard and understood, the more one will be committed to the organizational vision. This participative leadership style promotes creativity and innovation as the employees are not simply following a vision but have built something into the development. Therefore, servant leadership can strongly inspire a vision among these members that aligns with organizational goals but is highly meaningful to each of them.

Leading Change

Leading change is probably one of the most daunting parts of being a leader. Servant Leadership provides clear-cut approaches, placing the needs and concerns for the well-being of the team at the forefront during times of change. According to Elche et al. (2020), servant leaders facilitate the change process in a psychologically safe environment that protects employees during change. This could be critical emotional support since changes in structure, technology, or strategy can always be provocative in creating anxiety and resistance amongst the members of an organization. Servant leaders allay such fears through continuous communication with their teams and enfranchise these teams in any change process.

Argumentatively, Richardson, et al. contend that in organizations, especially military ones, that would rarely accommodate cultural change due to their more hierarchical nature, the implication of servant leadership could realize unprecedented transformational effects. They say that servant leaders maintain morale, cohesion, and communication during change by building mutual trust. The servant leaders inside the military allow the exchange of ideas to stem top down and bottom up. This assists in making times of transition smoother and more widely adopted than it otherwise would be. The attention to personal and professional growth among the members allows the servant leader to take the team through change with minimal disruption and maximum cooperation.

Also, Otto, Geibel, and Kleszewski's (2021) study on whether servant leaders balance change initiatives with maintaining organizational harmony shows that they do. They note that, unlike the authoritarian or transformational leadership styles, servant leaders do not rely on charisma or authority as a basis for bringing about some specific change but instead work to ensure that the team understands the rationale behind the change and the benefits they will derive from it. Such inclusive approaches lessen resistance and magnify the possibility for successful transitions in which employees are most likely to accept change when their voices have been heard.

The leader's focus on ethical conduct and long-term growth further heightens the ability to lead change through servant leadership. This means that the servant leader is interested in the changes affecting the organization's future and its people, apart from immediate results. This ethical grounding deals with changes orientated toward the team's interest, hence building trust and a positive culture of the organization. Among all leading concepts, servant leaders are prepared to deal with and lead change effectively through their empathetic approach, ethical decision-making, and collaboration.

Effective Teamwork

The concept of servant leadership is highly influencing effective teamwork by structuring an environment where the emphasis is on teamwork and mutual respect. Coetzer et al. (2017) illustrate that through servant leadership, a leader demonstrates concern for the general welfare and growth of the team members; therefore, this type of leadership creates a working environment of mutual trust and collaboration. By putting the needs of their team before them, servant leadership ideas provide an enabling platform on which, through collaboration, team members are recognized and empowered to contribute toward the success of an organization. This inclusive approach strikes its roots in open communications and shared responsibility, considered the cornerstone of the teamwork concept.

Servant leaders motivate teamwork, one of the most important ways, through facilitating organizational citizenship behaviors or OCBs. According to Elche et al. (2020), a servant leader inculcates a climate of service in which, apart from their job, employees feel motivated to collaborate with colleagues. This, in turn, triggers the element of responsibility brought about by the culture of mutual support and collaboration. This is a culture where everybody is supposed to work as a team. In organizations that practice servant leadership, the willingness of employees to go beyond their job description is accurate, ultimately helping create an environment of working together toward shared objectives.

The building community, according to Spears, is essential in enhancing teamwork; through serving, servant leaders give their team members a sense of team belonging by listening to them and trying to respond to their concerns. It helps create a sense of community, improving cohesiveness since employees are willing to work together when they feel supported and included in a particular group. Beyond that, the servant leader's focus on empathy and emotional intelligence would make the team members think further understood and their sentiments respected, hence going the extra mile in making them more willing to work together for common goals.

Servant leadership ensures that cross-cultural teams also focus on inclusive, ethical practices. According to Trompenaars and Voerman (2010), servant leaders effectively handle teamwork across dissimilar cultural environments because they focus on comprehending and satisfying the special needs of each team member. This translates to a situation whereby, regardless of culture, they make sure employees are recognized and incorporated into the organization for effective functioning.

Finally, van Dierendonck and Patterson 2015, point out that compassionate love is essential in teamwork. Servant leaders create an appropriate environment for collaboration by showing genuine caring and concern for their colleagues. As such, the team setting will not be characterized by so much competition but one where workers support their working colleagues; teams are more cohesive and effective. Thus, servant leaders care about the personal and professional development of every member of their team by ensuring cohesiveness among the ranks and shared purpose, which is crucial to making any organization thrive long term. Conclusion Servant leadership is a form of leadership whereby the leader looks out for others before looking out for himself; hence, an atmosphere of empathy, ethical behavior, and cooperation is created. A motivational vision involves aligning organizational objectives with personal values through servant leaders. While leading the change, servant leaders will always take care of transitions their employees go through to ensure smooth and inclusive. Servant leaders build teamwork by giving trust and mutual support within a group to let collaboration and community building set in. In the meantime, it will be able to achieve much higher levels of employee satisfaction, engagement, and success over longer terms by continuing to promote the values of servant leadership.

References

Coetzer, M. F., Bussin, M., & Geldenhuys, M. (2017). The functions of a servant

leader. Administrative Sciences,  7(1), 5. https://www.mdpi.com/2076-3387/7/1/5

Elche, D., Ruiz-Palomino, P., & Linuesa-Langreo, J. (2020). Servant leadership and organizational citizenship behavior: The mediating effect of empathy and service climate.  International Journal of Contemporary Hospitality Management,  32(6), 2035–2053. https://doi.org/10.1108/IJCHM-05-2019-0501

Otto, K., Geibel, H. V., & Kleszewski, E. (2021). “Perfect Leader, Perfect Leadership?” Linking Leaders’ Perfectionism to Monitoring, Transformational, and Servant Leadership Behavior.  Frontiers in Psychology,  12, 657394–657394. https://doi.org/10.3389/fpsyg.2021.657394

Richardson, T. M., Earnhardt, M. P., Morris, T., & Walker, S. M. (2023). SERVANT-LEADERSHIP IN THE MILITARY.  The International Journal of Servant-Leadership, 17(1), 285-315. http://ezproxy.apus.edu/login?qurl=https%3A%2F%2Fwww.proquest.com%2Fscholarly-journals%2Fservant-leadership-military%2Fdocview%2F2918788720%2Fse-2%3Faccountid%3D8289

Spears, L. C. (2023). A JOURNEY IN SERVANT-LEADERSHIP.  The International Journal of Servant-Leadership, 17(1), 1-13. http://ezproxy.apus.edu/login?qurl=https%3A%2F%2Fwww.proquest.com%2Fscholarly-journals%2Fjourney-servant-leadership%2Fdocview%2F2918788249%2Fse-2%3Faccountid%3D8289

Spears, L. C. (2023). THOUGHTS ON SERVANT-LEADERSHIP IN THE MODERN ERA. The International Journal of Servant-Leadership, 17(1), 15-20. http://ezproxy.apus.edu/login?qurl=https%3A%2F%2Fwww.proquest.com%2Fscholarly-journals%2Fthoughts-on-servant-leadership-modern-era%2Fdocview%2F2918788337%2Fse-2%3Faccountid%3D8289

Trompenaars, A., & Voerman, E. (2010). Servant-leadership across cultures : harnessing the strength of the world’s most powerful management philosophy. McGraw-Hill Education

van Dierendonck, D., & Patterson, K. (2015). Compassionate Love as a Cornerstone of Servant Leadership: An Integration of Previous Theorizing and Research.  Journal of Business Ethics,  128(1), 119–131. https://doi.org/10.1007/s10551-014-2085-z

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