Advertisement

Building a People-Oriented and Servant-Led Organization

  • Dirk van Dierendonck
Chapter

Abstract

The model introduced in this chapter aims to combine servant-leadership theory with human resource (HR) practices. It can be placed within the current wave of change in HR that requires HR professionals to really understand their business context and their key stakeholders. HR practices need to be organized around people and need to be an integral part of line management. Within this context, and addressing the clear practical needs of organizations, this chapter links servant leadership to key organizational challenges, placing the individual within the organizational setting and the societal context.

Keywords

HRM Optimal human performance Flourishing Trust Respect 

References

  1. Asag-Gau, L., and D. Van Dierendonck. 2011. The Impact of Servant Leadership on Organizational Commitment Among the Highly Talented: The Role of Challenging Work Conditions and Psychological Empowerment. European Journal of International Management 5: 463–483.Google Scholar
  2. Barnes-Farrell, J.L., and R. Matthews. 2007. Age and Work Attitudes. In Aging and Work in the 21st Century, ed. K. Shultz and G. Adams, 139–162. Mahwah: LEA Laurence Erlbaum Associates.Google Scholar
  3. Bass, B.M., B.L. Avolio, J.I. Dong, and Y. Berson. 2003. Predicting Unit Performance by Assessing Transformational and Transactional Leadership. Journal of Applied Psychology 88: 207–218.CrossRefGoogle Scholar
  4. Baumeister, R.F., and M.R. Leary. 1995. The Need to Belong: Desire for Interpersonal Attachments as a Fundamental Human Motivation. Psychological Bulletin 117: 497–529.CrossRefGoogle Scholar
  5. Bligh, M.C., C.L. Pearce, and J.L. Kohles. 2006. The Importance of Self- and Shared Leadership in Team Based Knowledge Work. A Meso-Model of Leadership Dynamics. Journal of Managerial Psychology 21: 296–318.CrossRefGoogle Scholar
  6. Boselie, P., G. Dietz, and C. Boon. 2005. Commonalities and Contradictions in HRM and Performance Research. Human Resource Management Journal 15: 67–94.CrossRefGoogle Scholar
  7. Boxall, P., and J. Purcell. 2011. Strategy and Human Resource Management. Hampshire: Palgrave Macmillan.Google Scholar
  8. Bronfenbrenner, U. 1994. Ecological Models of Human Development. Readings on the Development of Children 2: 37–43.Google Scholar
  9. Cappelli, P. 2015. Why We Love to Hate HR…and What HR Can Do About It. Harvard Business Review 93: 54–61.Google Scholar
  10. Cleveland, J., Z.S. Byrne, and T.M. Cavanagh. 2015. The Future of HR Is RH: Respect for Humanity at Work. Human Resource Management Review 25: 146–161.CrossRefGoogle Scholar
  11. Correia de Sousa, M., and D. Van Dierendonck. 2010. Knowledge Workers, Servant Leadership and the Search for Meaning in Knowledge-Driven Organizations. On the Horizon 18: 230–239.CrossRefGoogle Scholar
  12. ———. 2014. Servant Leadership and Engagement in a Merge Process. Journal of Organizational Change Management 27: 877–899.CrossRefGoogle Scholar
  13. Csikszentmihalyi, M. 2003. Good Business. Leadership, Flow and the Making of Meaning. New York: Penguin Group.Google Scholar
  14. Deadrick, D.L., and D.L. Stone. 2014. Human Resource Management: Past, Present, and Future. Human Resource Management Review 24 (3): 193–195.CrossRefGoogle Scholar
  15. Dirks, K.T., and D.L. Ferrin. 2001. The Role of Trust in Organizational Settings. Organization Science 12: 450–467.CrossRefGoogle Scholar
  16. Dolan, S.L., A. Makarevich, and K.M. Kawamura. 2015. Are You – And Your Company – Prepared for the Future of Work in Tomorrowland? European Business Review: 4–12.Google Scholar
  17. Findlay, P., A.L. Kalleberg, and C. Warhurst. 2013. The Challenge of Job Quality. Human Relations 66 (4): 441–451.CrossRefGoogle Scholar
  18. Ford, M.E., and P.R. Smith. 2007. Thriving with Social Purpose: An Integrative Approach to the Development of Optimal Human Functioning. Educational Psychologist 42: 153–171.CrossRefGoogle Scholar
  19. Gerhart, B. 2008. Cross Cultural Management Research Assumptions, Evidence, and Suggested Directions. International Journal of Cross Cultural Management 8: 259–274.CrossRefGoogle Scholar
  20. Grover, S.L. 2013. Unraveling Respect in Organization Studies. Human Relations 67: 27–51.CrossRefGoogle Scholar
  21. Hoch, J.E., C.L. Pearce, and L. Welzel. 2010. Is the Most Effective Team Leadership Shared? The Impact of Shared Leadership, Age Diversity, and Coordination on Team Performance. Journal of Personnel Psychology 9: 105–116.CrossRefGoogle Scholar
  22. Houghton, J.D., and S.K. Yoho. 2005. Toward a Contingency Model of Leadership and Psychological Empowerment: When Should Self-Leadership Be Encouraged? Journal of Leadership and Organizational Studies 11: 65–84.CrossRefGoogle Scholar
  23. Huselid, M.A., and B.E. Becker. 2011. Bridging Micro and Macro Domains: Workforce Differentiation and Strategic Human Resource Management. Journal of Management 37: 421–428.CrossRefGoogle Scholar
  24. Kahn, W.A. 1990. Psychological Conditions of Personal Engagement and Disengagement at Work. Academy of Management Journal 33: 692–724.Google Scholar
  25. Kahneman, D., E. Diener, and N. Schwarz, eds. 1999. Well-Being: Foundations of Hedonic Psychology. New York: Russell Sage Foundation.Google Scholar
  26. Kepes, S., and J.E. Delery. 2007. HRM Systems and the Problem of Internal Fit. In Oxford Handbook of Human Resource Management, ed. P. Boxall, J. Purcell, and P. Wright, 385–404. Oxford/New York: Oxford University Press.Google Scholar
  27. Kool, M., and D. Van Dierendonck. 2012. Servant Leadership and Commitment to Change, the Mediating Role of Justice and Optimism. Journal of Organizational Change Management 25: 422–433.CrossRefGoogle Scholar
  28. Lawler, E.E. III. 1986. High-Involvement Management. Participative Strategies for Improving Organizational Performance. San Francisco: Jossey-Bass Inc., Publishers.Google Scholar
  29. Lengnick-Hall, C.A., T.E. Beck, and M.L. Lengnick-Hall. 2011. Developing a Capacity for Organizational Resilience Through Strategic Human Resource Management. Human Resource Management Review 21: 243–255.CrossRefGoogle Scholar
  30. Liden, R.C., S.J. Wayne, H. Zhao, and D.J. Henderson. 2008. Servant Leadership: Development of a Multidimensional Measure and Multi-Level Assessment. The Leadership Quarterly 19: 161–177.CrossRefGoogle Scholar
  31. McMahon, D.M. 2007. The Pursuit of Happiness: A History from the Greeks to the Present. London: Penguin Books.Google Scholar
  32. Pearce, C.L., and J.A. Conger. 2003. All Those Years Ago: The Historical Underpinnings of Shared Leadership. In Shared Leadership: Reframing the Hows and Whys of Leadership, ed. C.L. Pearce and J.A. Conger, 1–20. Thousand Oaks: Sage.Google Scholar
  33. Pearce, C.L., and H.P. Sims Jr. 2002. Vertical Versus Shared Leadership as Predictors of the Effectiveness of Change Management Teams: An Examination of Aversive, Directive, Transactional, Transformational, and Empowering Leader Behaviors. Group Dynamics: Theory, Research, and Practice 6: 172–197.CrossRefGoogle Scholar
  34. Peterson, S.J., B.M. Galvin, and D. Lange. 2012. CEO Servant Leadership: Exploring Executive Characteristics and Firm Performance. Personnel Psychology 65 (3): 565–596.CrossRefGoogle Scholar
  35. Pfeffer, J. 1998. The Human Equation: Building Profits by Putting People First. Boston: Harvard Business Press.Google Scholar
  36. Rogers, K.M., and B.E. Ashforth. 2015. Respect in Organizations Feeling Valued as “We” and “Me”. Journal of Management 43: 1578–1608.CrossRefGoogle Scholar
  37. Rousseau, D.M., and J. McLean Parks. 1993. The Contracts of Individuals and Organisations. Research in Organisational Behaviour 15: 1–43.Google Scholar
  38. Rousseau, D.M., S. Sitkin, R.S. Burt, and C.F. Camerer. 1998. Not So Different After All: A Cross-Discipline View of Trust. Academy of Management Review 23: 393–404.CrossRefGoogle Scholar
  39. Ryan, R.M., and E.L. Deci. 2001. On Happiness and Human Potentials: A Review of Research on Hedonic and Eudaimonic Well-Being. Annual Review of Psychology 52: 141–166.CrossRefGoogle Scholar
  40. Ryan, R.M., and C. Frederick. 1997. On Energy, Personality, and Health: Subjective Vitality as a Dynamic Reflection of Well-Being. Journal of Personality 65: 529–565.CrossRefGoogle Scholar
  41. Ryff, C.D. 1989a. Happiness Is Everything, or Is It? Explorations on the Meaning of Psychological Well-Being. Journal of Personality and Social Psychology 57: 1069.CrossRefGoogle Scholar
  42. ———. 1989b. Beyond Ponce de Leon and Life Satisfaction: New Directions in Quest of Successful Ageing. International Journal of Behavioral Development 12: 35–55.CrossRefGoogle Scholar
  43. Ryff, C.D., and B. Singer. 1998. The Contours of Positive Human Health. Psychological Inquiry 9: 1–28.CrossRefGoogle Scholar
  44. Seligman, M. 2011. Flourish: A New Understanding of Happiness and Wellbeing and How to Achieve Them. London: Free Press.Google Scholar
  45. Sousa, M., and D. Van Dierendonck. 2015. Introducing a Short Measure of Shared Servant Leadership Impacting Team Performance Through Team Behavioral Integration. Frontiers in Psychology 6. https://doi.org/10.3389/fpsyg.2015.02002.
  46. Spreitzer, G., C.L. Porath, and C.B. Gibson. 2012. Toward Human Sustainability: How to Enable More Thriving at Work. Organizational Dynamics 41: 155–162.CrossRefGoogle Scholar
  47. Thielmann, I., and B.E. Hilbig. 2015. Trust: And Integrative Review from a Person-Situation Perspective. Review of General Psychology 19: 249.CrossRefGoogle Scholar
  48. Ulrich, D., and J.H. Dulebohn. 2015. Are We There Yet? What’s Next for HR? Human Resource Management Review 25: 188–204.CrossRefGoogle Scholar
  49. Van Dierendonck, D. 2011. Servant Leadership: A Review and Synthesis. Journal of Management 37: 1228–1261.CrossRefGoogle Scholar
  50. Van Dierendonck, D., and I. Nuijten. 2011. The Servant Leadership Survey: Development and Validation of a Multidimensional Measure. Journal of Business and Psychology 26: 249–267.CrossRefGoogle Scholar
  51. Van Dierendonck, D., and K. Patterson. 2015. Compassionate Love as a Cornerstone of Servant Leadership: An Integration of Previous Theorizing and Research. Journal of Business Ethics 128: 119–131.CrossRefGoogle Scholar
  52. Van Dierendonck, D., and M. Sousa. 2016. Finding Meaning in Highly Uncertain Situations: Servant Leadership During Change. In Leadership Lessons in Compelling Contexts, ed. C. Peus, S. Braun, and B. Schyns, 403–424. Bingley: Emerald Group Publishing Limited.CrossRefGoogle Scholar
  53. Van Dierendonck, D., D. Stam, P. Boersma, N. de Windt, and J. Alkema. 2014. Same Difference? Exploring the Differential Mechanisms Linking Servant Leadership and Transformational Leadership to Follower Outcomes. The Leadership Quarterly 25: 544–562.CrossRefGoogle Scholar
  54. Walton, R.E. 1985. Toward a Strategy of Eliciting Employee Commitment Based on Policies of Mutuality. HRM Trends and Challenges 49: 35–65.Google Scholar
  55. Waterman, A.S. 1993. Two Conceptions of Happiness: Contrasts of Personal Expressiveness (Eudaimonia) and Hedonic Enjoyment. Journal of Personality and Social Psychology 64: 678.CrossRefGoogle Scholar
  56. Wright, P.M., and G.C. McMahan. 2011. Exploring Human Capital: Putting ‘Human’ Back into Strategic Human Resource Management. Human Resource Management Journal 21: 93–104.CrossRefGoogle Scholar

Copyright information

© The Author(s) 2018

Authors and Affiliations

  • Dirk van Dierendonck
    • 1
  1. 1.Rotterdam School of ManagementErasmus UniversityRotterdamThe Netherlands

Personalised recommendations