Skip to main content
SpringerLink
Log in

Servant Leadership: A New Paradigm

  • Chapter
  • First Online:
Servant Leadership and Followership

Part of the book series: Palgrave Studies in Leadership and Followership ((PASTLEFO))

Abstract

The chapter provides a unique opportunity to discuss servant leadership as a style fit for the corporate organization. The chapter increases the knowledge regarding leadership and helps position servant leadership as a promising leadership theory for professional practice. The chapter also provides some insights into servant leadership, transformational leadership, and followers’ perceptions of leaders. Leaders of corporations require them to understand the concept of complex adaptive systems to assist them in effectively achieving organizational goals. Organizational learning (OL) in the workplace was a key element in discussing servant leadership and how the servant leadership perspective might impact organizations. Minimal research exists that investigates servant leadership as an alternative style for learner-centric organizations (OL) and corporate management. OL includes knowledge management, innovation, creativity, complex adaptive systems, and spirituality.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution
Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 149.00
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 199.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info
Hardcover Book
USD 199.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

References

  • Ahearne, M., Mathieu, J., & Rapp, A. (2005). To empower or not to empower your sales force? An empirical examination of the influence of leadership empowerment behavior on customer satisfaction and performance. Journal of Applied Psychology, 90, 945–955. doi:10.1031/0021.9010.90.5.945.

    Article  Google Scholar 

  • Aina, O. A. (2013). The effect of leadership style on employee satisfaction and organizational commitment in the communications industry. Doctoral dissertation. Retrieved from ABI/INFORM database.

    Google Scholar 

  • Alavi, M., & Leidner, D. E. (2001). Review: Knowledge management and knowledge management systems: Conceptual and foundation research issues. MIS Quarterly, 25(1), 107–136. doi:10.2307/3250961.

    Article  Google Scholar 

  • Amabile, T. M. (1996). Creativity in contest. Boulder, CO: Westview.

    Google Scholar 

  • Amour, S. M. (2014, January 1). Should we be teaching “followership” in addition to leadership? Agricultural Education Magazine, 86(4), 22–25. Retreived from EBSCOhost.

    Google Scholar 

  • Autry, J. (2001). The servant leader. Roseville, CA: Prima.

    Google Scholar 

  • Avolio, B. J., Walumbwa, F. O., & Weber, T. J. (2009). Leadership: Current theories, research, and future directions. Annual Review of Psychology, 60, 421–449. doi:10.1146/annurev.psych.60.110707.163621.

    Article  Google Scholar 

  • Ayman, R., & Korabik, K. (2010). Leadership: Why gender and culture matter. American Psychologist, 65(3), 157–170. doi:10.1037/a0018806.

    Article  Google Scholar 

  • Bass, B., & Riggio, R. E. (2006). Transformational leadership. Mahwah, NJ: L. Erlbaum Associates.

    Google Scholar 

  • Bass, B. M. (1985). Leadership and performance beyond expectation. New York, NY: Free Press.

    Google Scholar 

  • Bass, B. M. (1990). From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, 18(3), 19–36. doi:10.1016/0090-2616(90)90061-S.

    Article  Google Scholar 

  • Bass, B. M., & Bass, R. (2008). The Bass handbook of leadership: Theory, research, and managerial applications (4th ed.). New York, NY: The Free Press.

    Google Scholar 

  • Baublits, J. L. (2014). Promoting creative capacity in followership education. Journal of Leadership Education, 13(4), 146–155. doi:10.12806/V13/I4/C15.

    Article  Google Scholar 

  • Bedi, A., Alpaslan, C. M., & Green, S. (2016). A meta-analytic review of ethical leadership outcomes and moderators. Journal of Business Ethics, 139(3), 517–536. doi:10.1007/s10551-015-2625-1.

    Article  Google Scholar 

  • Beverly, J., Marilyn, E. S., & Santana, M. (2008). Mastering developing new leadership for transformational change. Journal of Academy of Business and Economics, 8(2), 66–74. Retrieved from http://heartlandcircle.com/TLC/Capella_Study/Article%207.pdf

    Google Scholar 

  • Bhasin, S. (2013, January 1). Guided toward spirituality. Human Capital, 70.

    Google Scholar 

  • Bonner, J. M., Greenbaum, R. L., & Mayer, D. M. (2016). My boss is morally disengaged: The role of ethical leadership in explaining the interactive effect of supervisor and employee moral disengagement on employee behavior. Journal of Business Ethics, 137(4), 731–742. doi:10.1007/s10051-014-2366-6.

    Article  Google Scholar 

  • Boseman, G. (2008, May). Effective leadership in a changing world. Journal of Financial Service Professionals, 62(3), 36–38. Retrieved from http://connection.ebscohost.com/c/articles/31900518/effective-leadership-changing-world

  • Brajer-Marczak, R. (2016, December). Elements of knowledge management in the improvement of business processes. Management, 20(2), 242–260. doi:10.1515/manment-2015-0063.

    Article  Google Scholar 

  • Brown, M. E., Treviño, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97, 117–134. doi:10.1016/j.obhdp.2005.03.002.

    Article  Google Scholar 

  • Byun, G., Dai, Y., Lee, S., & Kang, S. (2016). When does empowering leadership enhance employee creativity? A three-way interaction test. Social Behavior and Personality, 44(9), 1555–1564. doi:10.2224/sbp.2016.44.9.1555.

    Article  Google Scholar 

  • Chaleff, I. (2009). The dynamics of the leader follower relationship. In I. Chaleff (Ed.), The courageous follower standing up to and for our leaders (3rd ed., pp. 11–31). Oakland, CA: Berett-Koeher FPublishing.

    Google Scholar 

  • Chang, S. C., & Lee, M. S. (2007). The effects of organizational culture and knowledge management mechanisms on organizational innovation. The Business Review Cambridge, 7(1), 295–301.

    Google Scholar 

  • Chughtai, A. A. (2016). Servant leadership and followers’ outcomes: Mediating effects of organizational identification and psychological safety (Master’s thesis Nova School of Business and Economics). Journal of Psychology, 150(7), 866–880. doi:10.1080/00223980.2016.1170657.

    Article  Google Scholar 

  • Crevani, L., Lindgren, M., & Packendorff, J. (2010). Leadership, not leaders: On the study of leadership as practices and interactions. Scandinavian Journal of Management, 26, 77–86.

    Article  Google Scholar 

  • Earl-Lewis, M. (1999). A framework of developing a culture of learning in organizations: A 360-degree feedback model for diagnosis and intervention. Doctoral dissertation. Retreived from http://elibrary.ru/item.asp?id=5359445. doi: 10.1016/j.scaman.2009.12.003.

  • Egan, G. (1986). The skilled helper. Monterey, CA: Brooks/Cole.

    Google Scholar 

  • Elkington, R., & Booysen, L. (2015 December, 15). Innovative leadership as enabling function in organizations. A complex adaptive system approach. Journal of Leadership Studies, 9(3), 78–80. doi: 10.1002/jils.21414.

  • Epitropaki, O., & Martin, R. (2005). From ideal to real: A longitudinal study of the role of implicit leadership theories on leader-member exchange. and employee outcomes. Journal of Applied Psychology, 90(4), 659–676. doi:10.1037/0021-9010.90.4.659.

    Article  Google Scholar 

  • Fairholm, G. W. (1997). Capturing the heart of leadership: Spirituality and community in the new American workplace. West Port, CT: Praeger Publishers.

    Google Scholar 

  • Fortis, Z., Maon, F., Frooman, J., & Reiner, G. (2016, November 23). Unknown knowns and known unknowns: Framing the role of organizational learning in corporate social responsibility development. International Journal of Management Reviews. doi:10.1111/ijmr.12130.

  • Frew, D. R. (1977). Leadership and followership. Personal Journal, 56(2), 90–97. Retrieved from http://journals.sagepub.com/doi/pdf/10.1177/0002831207304343

    Google Scholar 

  • Fry, L. W. (2003). Toward a theory of spiritual leadership. The Leadership Quarterly, 14, 693–727. doi:10.1016/j.leaqua.2003.09.001.

    Article  Google Scholar 

  • Fryar, J. L. (2007). Jesus as leader in Mark’s gospel: Reflecting on the place of transformational leadership in developing leaders of leaders in the church today. Lutheran Theological Journal, 41(3), 157–166.

    Google Scholar 

  • Gabriel, Y. (2015). The caring leader—What followers expect of their leaders and why. Leadership, 11(3), 316–334. doi:10.1177/1742715014532482.

    Article  Google Scholar 

  • Gallagher, T. (2009). In Des Moines, accounting for excellence sets a standard. National Catholic Reporter, 45(10), 22–22. ProQuest Religion database. Retrieved from http://search.proquest.com.contentproxy.phoenix.edu/docview/215305294/fulltextPDF/8B0DB11B10BB4A61PQ/1?accountid=35812

  • Garcia-Morales, A. J., Matias-Reche, F., & Hurtado-Torres, N. (2008). Influence of transformational leadership on organizational innovation and performance depending on the level of organizational learning in the pharmaceutical sector. Journal of Organizational Change Management, 21(2), 188–212. doi:10.1108/09534810810856435.

    Article  Google Scholar 

  • Gephart, M., Marsick, V., Novak, B., Reinhart, T., & Schwandt, D. (1998). Creating a sense of learning organizations: A conversation of theory and practice. ATD Learning Organization Forum.

    Google Scholar 

  • Gilson, L. L., & Shalley, C. E. (2004). A little creativity goes a long way: An examination of teams’ engagement in creative processes. Journal of Management, 30(4), 453–470. doi:10.1016/j.jm.2003.07.001.

    Article  Google Scholar 

  • Grant, A. M. (2008). Does intrinsic motivation fuel the prosocial fire? Motivational synergy in predicting persistence, performance, and productivity. Journal of Applied Psychology, 93, 48–58. doi:10.1037/0021-9010.93.1.48.

    Article  Google Scholar 

  • Greenleaf, R. (1977). Servant leadership: A journey into the nature of legitimate power and greatness. Mahwah, NJ: Paulist Press.

    Google Scholar 

  • Greenleaf, R. K., & Spears, L. C. (1998). The power of servant-leadership: Essay. San Francisco, CA: Berrell-Koehler Publishers, Inc..

    Google Scholar 

  • Grisaffe, D. B., VanMeter, R., & Chonko, L. B. (2016, February). Serving first for the benefit of others: Preliminary benefits for a hierarchical conceptualization of servant leadership. Journal of Personal Selling & Sales Management, 36(1), 40–58. doi:10.1080/08853134.2016.1151303.

    Article  Google Scholar 

  • Gumusluoglu, L., & Ilsev, A. (2009, May). Transformational leadership and organizational innovation: The roles of internal and external support for innovation. Journal of Product Innovation Management, 26, 264–277. doi:10.1111/j.1540-5885.2009.00657.x.

    Article  Google Scholar 

  • Gunday, G., Ulusoy, G., Kilic, K., & Alkpan, L. (2011). Effects of innovation types on firm performance. International Journal of Production, 133(2), 662–676. doi:10.1016/j.ijpe.2011.05.014.

    Article  Google Scholar 

  • Gupta, R., & Banerjee, P. (2016). Antecedents of organizational creativity: A multi-level approach. Business:Theory and Practice, 17(2), 167–177. doi:10.3846/btp.2016.624.

    Google Scholar 

  • Hislop, D. (2013). Knowledge in organizations: A critical introduction. Oxford, UK: Oxford University Press.

    Google Scholar 

  • Hsiao, H. C., Chang, J. C., & Tu, Y. (2009). The influence of transformational leadership and support for innovation on organizational innovation: From the vocational high school teachers’ perspective. Paper presented at the 2009 IEEE International Conference on Industrial Engineering and Engineering Management.

    Google Scholar 

  • Hughes, P. J., & Harris, M. D. (2015). Leading change and innovation through organizational laundering. Journal of Leadership Studies, 9(3), 66–68. doi:10.1002/jls.21410.

    Article  Google Scholar 

  • International Leadership Association (2013). Resources: Director of leadership education programs. http://www.ila-net.org/Communities/MIGs/LES.htm

  • Ispas, A., & Teberian, A. E. (2012). Comparative analysis—Servant leadership and transformational leadership. Cross-cultural Management Journal, XIV(1). Retrieved from http://www.cmj.bxb.ro/Article/CMJ_1_1.pdf

  • Jantarajaturapath, P., Imsuwan, T, & Wongsim, M. (2016, October). Knowledge management, organizational innovativeness, business competitiveness and potential operations of electrics and electronics businesses in Thailand. Journal of Business and Retail Management Research, 11(1), 42–43. Retrieved from http://www.jbrmr.com/admin/issue/pdf/Vol-11_Issue-1_full.pdf

  • Jashapara, A. (2006). Zarzadzanie Weizda. Warszawa: PWE.

    Google Scholar 

  • Jogulu, U. (2011). Leadership that promotes organizational learning: Both sides of the coin. Development and Learning in Organizations, 25(4), 11–14. doi:10.1108/14777281111147044.

    Google Scholar 

  • Jung, D., Chow, C., & Wu, A. (2003). The role of transformational leadership in enhancing organizational innovation: Hypotheses and some preliminary findings. The Leadership Quarterly, 14(4–5), 525–544. doi:10.1016/S1048-9843(03)00050-X.

    Article  Google Scholar 

  • Jung, D., Chow, C., & Wu, A. (2008). Towards understanding the direct and indirect effects of CEOs’ transformational leadership on firm innovation. The Leadership Quarterly, 19(5), 582–594.

    Article  Google Scholar 

  • Kelley, R. E. (1992). The power of followership. New York, NY: Doubleday. doi:10.1016/j.leaqua.2008.07.007.

    Google Scholar 

  • Kochugovindan, S., & Vriend, N. J. (1998, Summer). Is the study of complex adaptive system going to solve the mystery of Adam Smith’s “invisible hand”? Independent Review, 3(1), 53. Retrieved from http://www.independent.org/pdf/tir/tir_03_1_kochug.pdf

  • Kofman, F., & Senge, P. (1993, Autumn). Communities of commitment: The heart of the learning organization: Organizational dynamics. New York, NY: American Management Association.

    Google Scholar 

  • Koonce, R., Bligh, M. C., Carsten, M. K., & Hurwitz, M. (2016). Followership in action: Cases and commentaries. Howard House, UK: Emerald Group Publishing Limited.

    Book  Google Scholar 

  • Kotter, J. P. (1995). Leading change: Why transformation efforts fail? Harvard Business Review, 59–67. Retrieved from http://www.gsbcolorado.org/uploads/general/PreSessionReadingLeadingChange-John_Kotter.pdf

  • Koury, F. (2013, December). Choosing sides: Leadership is not always black and white. Smart Business Columbus, 22(3), 4.

    Google Scholar 

  • Kouzes, J. M., & Posner, B. Z. (2002). The leadership challenge. San Francisco, CA: Jossey-Bass.

    Google Scholar 

  • Laub, J. A. (1999). Assessing the servant organization: Development of servant organizational leadership assessment (SOLA) instrument. Unpublished doctoral dissertation, Florida Atlantic University.

    Google Scholar 

  • Leban, B., & Stone, R. (2008). Leading change and empowering employees. In B. Leban & R. Stone (Eds.), Managing organizational change (pp. 129–148). Upper Saddle River, NJ: John Wiley & Sons, Inc.

    Google Scholar 

  • Lee, K. (2016). Ethical leadership and followers’ taking charge: Trust in, and identification with, leaders as mediators. Social Behavior and Personality, 44(11), 1793–1802. Retrieved from https://www.sbp-journal.com/index.php/sbp/article/view/5845.

    Article  Google Scholar 

  • Lichtenstein, B. B., Uhl-Bien, M., Marion, R., Seers, A., Orton, J. B., & Schreiber, C. (2006). Complexity leadership theory: An interactive perspective on leading in complex adaptive systems. Emergence: Complexity and Organization, 8(4), 2–12. Retrieved from https://pdfs.semanticscholar.org/9bc5/5cc4590caf827060fe677645e11242f28e4f.pdf.

  • Lord, R. G., & Emrich, C. G. (2001). Thinking outside the box by looking into the box: Extending the cognitive revolution in leadership. The Leadership Quarterly, 11(4), 551–579. doi:10.1016/S1048-9843(00)00060-6.

    Article  Google Scholar 

  • Lu, Y. (2010, August). The relationship between leaders’ behaviors and organizational learning actions. Doctoral dissertation. Marian University, Fond du Lac, WI.

    Google Scholar 

  • Malakyan, P. G. (2014, February 8). Followership in leadership studies: A case of leader-follower trade approach [Abstract]. Journal of Leadership Studies, 7(4), 6–22. doi:10.1002/jls.21306.

    Article  Google Scholar 

  • Malakyan, P. G. (2015). Depersonalizing leadership and followership: The process of leadership and follower ship. The World Journal of Social Science Research, 2(2). doi: 10.22158/wjssr.v2n2p227.

  • Marion, R. (1999). The edge of organization: Chaos and complexity theories of formal social organization. Newbury Park, CA: Sage. isbn:0761912657.

    Google Scholar 

  • McCrimmon, M. (2008). Transformational leadership. Retrieved January 4, 2010, from http://businessmanagement.suite101.com/article.cfm/transformational leadership

  • Mehrdad, M., & Abdolrahim, S. (2010). Knowledge management, antecedent of organizational innovation and competitiveness. Proceedings of the European Conferences on Intellectual Capital. Retrieved from https://books.google.com/books?id=geOipcT6HjAC&pg=PA398&lpg=PA398&dq

  • Minas, H. (2005, March). Leadership for change in complex systems. Australian Psychiatry, 13(1), 33–39. doi:10.1080/j.1440-1665.2004.02147.x.

    Article  Google Scholar 

  • Mokhber, M., Wan Ismail, W. K., & Vakilbashi, A. (2015, April). Effect of transformational leadership and its components on organizational innovation. Iranian Journal of Management Studies, 8(2), 221–241. Retrieved from https://journals.ut.ac.ir/article_50076_c48153e4e364073b5982cea971347780.pdf

  • Nonaka, I. (1991). The knowledge-creating company. The Harvard Business Review, 69(6), 96–104. Retrieved from http://www00.unibg.it/dati/corsi/19014/36823-20100212_NONAKA.pdf

    Google Scholar 

  • Nonaka, I., & Nishiguchi, T. (2001). Knowledge emergence: Social, technical, and evolutionary dimensions of knowledge creation. New York, NY: Oxford University Press.

    Google Scholar 

  • Notgrass, D. P. (2010). The relationship between followers’ perceived quality of relationship and preferred leadership style. Doctoral dissertation, Dallas Baptist University.

    Google Scholar 

  • Oke, A., Munshi, N., & Walumbwa, F. (2009). The influence of leadership on innovation processes and activities. Organizational Dynamics, 38(1), 64–72. doi:10.1016/j.orgdyn.2008.10.005.

    Article  Google Scholar 

  • Painter-Morland, M. (2009, September 1). Leadership in complex adaptive systems. Rotman Management, 99–102. Retrieved from http://c.ymcdn.com/sites/www.plexusinstitute.org/resource/resmgr/files/lindberg_and_schneider_-_lea.pdf

  • Panaccio, A., Henderson, D. J., Liden, R. C., Wayne, S. J., & Cao, I. (2015). Toward and understanding of when and why servant leadership accounts for employee extra-role behaviors. Journal of Business Psychology, 30(4), 657–675. doi:10.1007/s10869-014-9388-z.

    Article  Google Scholar 

  • Pearce, C. L., & Sims, J. H. P. (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(2), 172. doi:10.1037/1089-2699.6.2.172.

    Article  Google Scholar 

  • Phipps, K. A. (2012). Spirituality and strategic leadership: The influence of spirituality beliefs on strategic leaders’ decision making. Journal of Business Ethics, 106, 177–189. doi:10.1007/s10551-011-0988-5.

    Article  Google Scholar 

  • Potosky, D. (2010). Goal orientation, learning self-efficacy, and climate perception in a post-acquisition corporate context. Human Resource Development Quarterly, 21(3), 273–289. doi:10.1002/hrdq.20047.

    Article  Google Scholar 

  • Qui, R., Janssen, O., & Shi, K. (2015, April). Transformational leadership and follower creativity: The mediating role of follower relational identification and moderating role of leader creativity expectations. The Leadership Quarterly, 26(2), 286–299. doi:10.1016/j.leaqua.2014.12.004.

    Article  Google Scholar 

  • Reed, L. L., Vidaver-Cohen, D., & Colwell, S. R. (2011). A new scale to measure executive servant leadership: Development, analysis, and implications for research. Journal of Business Ethics, 101, 415–434. doi:10.1007/s10551-010-0729-1.

    Article  Google Scholar 

  • Ribeiro, V. (2016, January). How servant leadership is perceived by leaders and followers in a Portuguese organizational context: An empirical analysis. Masters dissertation. Nova School of Business and Economics. Retrieved from https://run.unl.pt/bitstream/10362/17131/1/Ribeiro_2016.pdf

  • Ridley, S. S., Chatterjee, S. R., & Soutar, G. (1998, October). Followers’ perceptions of leaders: Some Australian evidence. International Journal of Employment Studies, 6(2). Retrieved from http://search.informit.com.au/browsePublication;py=1998;vol=6;res=IELBUS;issn=1039-6993;iss=2

  • Robert K. Greenleaf Center for Servant leadership (n.d.). What is servant leadership? Robert K. Greenleaf Center for Servant Leadership, Westfield, IN. Retrieved from www.greenleaf.org/what-is-servant-leadership/

  • Russell, R. F., & Stone, A. G. (2002). A review of servant leadership attributes: Developing a practical model. Leadership and Organizational Development Journal, 23(3), 145–157. doi:10.1108/01437730210424.

    Article  Google Scholar 

  • Salas-Amaro, A. (2014). The relevance of leadership education in graduate business programs a focus on: Spirituality in modern business leaders. Journal of International Management Studies, 14(1), 153–158. doi:10.18374/JIMS-14-1.17.

    Article  Google Scholar 

  • Sarros, J. C., Cooper, B. K., & Santora, J. C. (2008). Building a climate for innovation through transformational leadership and organizational culture. Journal of Leadership & Organizational Studies, 15(2), 145–158. doi:10.1177/1548051808324100.

    Article  Google Scholar 

  • Schein, E. H. (2010). Organizational culture and leadership (4th ed.). San Francisco, CA: John Wiley and Sons, Inc..

    Google Scholar 

  • Scuderi, N. F. (2010). Servant leadership and transformational leadership in church organizations. The Journal of Applied Christian Leadership. Retrieved from http://gradworks.proquest.com/3413541.pdf

  • Seers, A., Keller, T., & Wilkerson, J. (2003). Can team members share leadership? In Craig L. Pearce & Jay A. Conger (Eds.), Shared Leadership: Reframing the hows and whys of leadership (pp. 77–102). doi: 10.4135/9781452229539.n4

  • Sendjaya, S., & Sarros, J. C. (2002). Servant leadership: Its origin, development, and applications in organizations. Journal of Leadership & Organizational Studies, 9(2), 57–64. doi:10.1177/107179190200900205.

    Article  Google Scholar 

  • Sendjaya, S., Sarros, J. C., & Santora, J. C. (2008, March 11). Defining and measuring servant leadership behaviour in organizations. Journal of Management Studies, 45(2), 402–424. doi:10.1111/j.1467.6486.2007.00761.x.

    Article  Google Scholar 

  • Sethibe, T., & Steyn, R. (2015, January). The relationship between leadership styles, innovation and organizational performance: A systematic review. South African Journal of Economic and Management Sciences, 18(3), 325–337. doi:10.17159/2222-3436/2015/v18n3a3.

    Article  Google Scholar 

  • Simon, H. (1991). Bounded rationality and organizational learning. Organization Science, 2(1), 125–134.

    Article  Google Scholar 

  • Smith, B. M., Montagno, R. V., & Kuzmenko, T. N. (2004, Spring). Transformational and servant leadership: Content and contextual comparison. Journal of Leadership & Organizational Studies, 10(4), 80–91. doi:10.1177/107179190401000406.

    Article  Google Scholar 

  • Spears, L. (Ed.). (1998). The power of servant leadership. San Francisco, CA: Berrett-Koscher, Inc..

    Google Scholar 

  • Starratt, R. J. (2004). Ethical leadership. San Francisco, CA: Jossey-Bass.

    Google Scholar 

  • Stogdill, R. M. (1948). Personal factors associated with leadership: A survey of the literature. Journal of Psychology, 25, 35–71. doi:10.1080/00223980.1948.9917362.

    Article  Google Scholar 

  • Stone, A. G., Russell, R. F., & Patterson, K. (2004). Transformational versus servant leadership: A leadership focus. Leadership and Organizational Development Journal, 25(3/4), 349.

    Article  Google Scholar 

  • Stuke, K. B. (2013). Understanding leadership through leadership understandings. Journal of Leadership Studies, 7(2). doi:10.1002/jls.21291.

  • Vaill, P. (1996). Learning as a way of being. San Francisco, CA: Jossey-Bass.

    Google Scholar 

  • van Dierendonck, D. (2010, September). Servant leadership: A review and synthesis. Journal of Management. doi:10.1177/0149206310380462.

  • Vecchio, R. P., & Boatwright, K. J. (2002). Preferences for idealized styles of supervision. Leadership Quarterly, 13(4), 327–342.

    Article  Google Scholar 

  • Waite, A. M. (2014). Leadership’s influence on innovation and sustainability: A review of literature and implications for HRD. European Journal of Training and Development, 38(1/2), 15–39. doi:10.1108/EJTD/09-2013-0094.

    Article  Google Scholar 

  • Washington, R. R. (2007). Empirical relationships among servant, transformational, and transactional leadership: Similarities, differences, and correlations with job satisfaction and organizational commitment. Doctoral dissertation. Retrieved from ProQuest Dissertation Publishing (UMI No. 3265529).

    Google Scholar 

  • Weick, K. (1991). The nontraditional quality of organizational learning. Organization Science, 2(1), 116–124.

    Article  Google Scholar 

  • Wheatley, M. J. (2006). Leadership and the new science: Discovering order in a chaotic world (3rd ed). San Francisco, CA: Berrett-Koehler Publishers, Inc. (Original work published 1992).

    Google Scholar 

  • Woodman, R. W., Sawyer, J. D., & Griffin, R. W. (1993). Toward a theory of organizational creativity. Academy of Management Review, 18(2), 293–321.

    Google Scholar 

  • Wu, Q., & Cormican, K. (2016). Shared leadership and team creativity: A social network analysis in engineering design teams. Journal of Technology, Management, & Innovation, 11(2), 2–12. doi:10.4067/S0718-27242016000200001.

    Article  Google Scholar 

  • Yukl, G. A. (2010). Ethical, servant, spiritual, and authentic leadership. In G. A. Yukl (Ed.), Leadership in organizations (7th ed., pp. 408–435). Upper Saddle River, NJ: Prentice-Hall.

    Google Scholar 

  • Zagorsek, H., Dimovski, V., & Skerlavaj, M. (2009). Transactional and transformational leadership impacts on organizational learning. Journal of East European Management Studies, 14, 144–165. Retrieved from https://www.econstor.eu/bitstream/10419/84118/1/766754006.pdf

    Google Scholar 

  • Zohar, D. (2005). Spiritually intelligent leadership. Leader to Leader, (38), 45–51. doi:10.1002/ltl.153.

Download references

Author information

Authors and Affiliations

  1. University of Phoenix, Charlotte, NC, USA

    David Duren

Authors
  1. David Duren
    View author publications

    You can also search for this author in PubMed Google Scholar

Editor information

Editors and Affiliations

  1. University of Phoenix, Junction City, Kansas, USA

    Crystal J. Davis

Rights and permissions

Reprints and permissions

Copyright information

© 2017 The Author(s)

About this chapter

Cite this chapter

Duren, D. (2017). Servant Leadership: A New Paradigm. In: Davis, C. (eds) Servant Leadership and Followership. Palgrave Studies in Leadership and Followership. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-59366-1_10

Download citation

Publish with us

Policies and ethics

Search

Navigation