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Servant Leadership and Its Vulnerability

Walking the Fine Line of Servant Leadership

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The Palgrave Handbook of Servant Leadership

Abstract

Servant leadership’s rise in popularity among academics and practitioners alike stands as a testament to how far the field of management has advanced since the days of McGregor’s Theory X management attitudes. Servant leadership has been linked to a multiplicity of positive outcomes for organizations and followers alike, but also has the potential to open a door of vulnerability for servant leaders and the organizations they lead. In this chapter we will explore the potential vulnerabilities of servant leadership and attempt to answer the questions of how much is too much, and how do good servant leaders protect themselves and maintain their efficacy in the presence of the duplicity, narcissism, and self-centeredness that can be found in members of most organizations to some degree?

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Authors and Affiliations

  1. Louisiana State University Shreveport, Shreveport, LA, USA

    Michael McDaniel

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  1. Michael McDaniel
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Correspondence to Michael McDaniel .

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Editors and Affiliations

  1. Robertson School of Government, Regent University, Virginia Beach, VA, USA

    Gary E. Roberts

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McDaniel, M. (2023). Servant Leadership and Its Vulnerability. In: Roberts, G.E. (eds) The Palgrave Handbook of Servant Leadership. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-031-01323-2_2

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