Weitere Kapitel dieses Buchs durch Wischen aufrufen
What motivates a leader to serve? What motivates them to seek the growth and development of others? Graham (Bus Ethics Q 5:43–54, 1995) suggests that servant leaders are at the post-conventional moral stage, and therefore exhibit moral behaviors that incorporate consideration of others. Sun (Leadersh Q 24:544–557, 2013) extends this perspective by suggesting that servant leaders incorporate a well-defined servant identity. This chapter seeks to examine the motivational foundation for servant behaviors by incorporating these ego, moral, identity, and cognitive perspectives. The chapter also challenges our assumption of self-sacrificing altruism, and examines the possibility that leaders can exhibit servant behaviors from a self-serving angle, and such paradoxical co-existence is in fact beneficial for both leaders and their followers.
Bitte loggen Sie sich ein, um Zugang zu diesem Inhalt zu erhalten
Sie möchten Zugang zu diesem Inhalt erhalten? Dann informieren Sie sich jetzt über unsere Produkte:
Abu Bakar, H., and R.M. McCann. 2016. The Mediating Effect of Leader-Member Dyadic Communication Style Agreement on the Relationship Between Servant Leadership and Group-Level Organizational Citizenship Behavior. Management Communication Quarterly 30: 32–58. www.mcq.sagepub.com. Accessed 12 Feb 2016. CrossRef
Bass, B.M. 1985. Leadership and Performance Beyond Expectations. New York: Free Press.
———. 1998. Transformational Leadership: Industry, Military, and Educational Impact. Mahwah: Lawrence Erlbaum Associates.
Campbell, J.D., P.D. Trapnell, S.J. Heine, I.M. Katz, L.F. Lavallee, and D.R. Lehman. 1996. Self-Concept Clarity: Measurement, Personality Correlates, and Cultural Boundaries. Journal of Personality and Social Psychology 70: 141–156. CrossRef
Chan, K.-Y. and F. Drasgow. 2001. Toward a Theory of Individual Differences and Leadership: Understanding the Motivation to Lead. Journal of Applied Psychology 86: 481–498. CrossRef
Day, D.V., M.M. Hammond, and S.M. Halpin. 2009. An Integrative Approach to Leader Development: Connecting Adult Development, Identity, and Expertise. New York: Routledge.
Ehrhart, M.G. 2004. Leadership and Procedural Justice Climate as Antecedents of Unit-Level Organizational Citizenship Behavior. Personnel Psychology 57: 61–94. CrossRef
Graham, J.W. 1995. Leadership, Moral Development, and Citizenship Behaviors. Business Ethics Quarterly 5: 43–54. CrossRef
Greenleaf, R.K. 1970. The Servant as a Leader. Indianapolis: Greenleaf Center.
———. 1977. Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness. New York: Paulist Press.
Hannah, S.T., R.L. Woolfolk, and R.G. Lord. 2009. Leader Self-Structure: A Framework for Positive Leadership. Journal of Organizational Behavior 30: 269–290. CrossRef
Hoch, J.E., W.H. Bommer, J.H. Dulebohm, and D. Wu. in press. Do Ethical, Authentic, and Servant Leadership Explain Variance Above and Beyond Transformational Leadership? A Meta-Analysis. Journal of Management: 1–28. https://doi.org/10.1177/0149206316665461. Retrieved on September 11, 2016.
Holt, R.R. 1980. Loevinger’s Measure of Ego Development: Reliability and National Norms for Male and Female Short Forms. Journal of Personality and Social Psychology 39: 909–920. CrossRef
Howard, C.S., and J.A. Irving. 2014. The Impact of Obstacles Defined by Developmental Antecedents on Resilience in Leadership Formation. Management Research Review 37: 466–478. CrossRef
Hu, J., and R.C. Liden. 2011. Antecedents of Team Potency and Team Effectiveness: An Examination of Goal and Process Clarity and Servant Leadership. Journal of Applied Psychology 96: 851–862. CrossRef
Humphreys, J.H. 2005. Contextual Implications for Transformational and Servant Leadership: A Historical Investigation. Management Decision 43: 1410–1431. CrossRef
Kegan, R. 1980. Making Meaning: The Constructive-Developmental Approach to Persons and Practice. Personnel & Guidance Journal 58: 373–380. CrossRef
———. 1982. The Evolving Self: Problem and Process in Human Development. Cambridge, MA: Harvard University Press.
Kohlberg, L. 1969. Stage and Sequence: The Cognitive Developmental Approach to Socialization. In Handbook of Socialization: Theory and Research, ed. David Goslin. New York: Rand McNally.
Kuhnert, K.W., and P. Lewis. 1987. Transactional and Transformational Leadership: A Constructive/Developmental Analysis. Academy of Management Review 12: 648–657. CrossRef
Liden, R.C., S.J. Wayne, C. Liao, and J.D. Meuser. 2014. Servant Leadership and Serving Culture: Influence on Individual and Unit Performance. Academy of Management Journal 57: 1434–1452. CrossRef
McCauley, C.D., W.H. Drath, C.J. Palus, P.M.G. O’Connor, and B.A. Baker. 2006. The Use of Constructive-Developmental Theory to Advance the Understanding of Leadership. The Leadership Quarterly 17: 634–653. CrossRef
Moshman, D. 2003. Developmental Change in Adulthood. In Handbook of Adult Development, ed. J. Demick and C. Andreoletti, 43–59. New York: Kluwer Academic. CrossRef
Neubert, M.J., E.M. Hunter, and R.C. Tolentino. 2016. A Servant Leader and Their Stakeholders: When Does Organizational Structure Enhance a Leader’s Influence? The Leadership Quarterly 27: 896–910. https://doi.org/10.1016/j.leaqua.2016.05.005. Retrieved on May 15, 2017. CrossRef
Newman, A., G. Schwarz, B. Cooper, and S. Sendjaya. 2017. How Servant Leadership Influences Organizational Citizenship Behavior: The Roles of LMX, Empowerment, and Proactive Personality. Journal of Business Ethics 145: 49–62. CrossRef
Obodaru, O. 2012. The Self Not Taken: How Alternative Selves Develop and How They Influence Our Professional Lives. Academy of Management Review 37: 34–57.
Owens, B.P., A. Wallace, and D.A. Waldman. 2015. Leader Narcissism and Follower Outcomes: The Counter-Balancing Effect of Leader Humility. Journal of Applied Psychology 100: 1203–1213. CrossRef
Panaccio, A., D.J. Henderson, R.C. Liden, S.J. Wayne, and X. Cao. 2015. Toward an Understanding of When and Why Servant Leadership Accounts for Employee Extra-Role Behaviors. Journal of Business Psychology 30: 657–675. CrossRef
Parris, D.L., and J.W. Peachey. 2013. A Systematic Literature Review of Servant Leadership Theory in Organizational Context. Journal of Business Ethics 113: 377–393. CrossRef
Patterson, K. 2003. Servant Leadership: A Theoretical Model. Unpublished Doctoral Dissertation, Graduate School of Business, Regent University.
Roebuck, D.B., D.N. Smith, and T.E. Haddaoui. 2013. Cross-Generational Perspective on Work-Life Balance and Its Impact on Women’s Opportunities for Leadership in the Workplace. Advancing Women in Leadership 33: 52–62.
Rooke, D., and W.R. Torbert. 2005. Seven Transformations of Leadership. Harvard Business Review 83 (4): 66–76.
Schwartz, S.H., J. Cieciuch, M. Vecchione, E. Davidov, R. Fischer, C. Beierlein, et al. 2012. Refining the Theory of Basic Individual Values. Journal of Personality and Social Psychology 103: 663–688. CrossRef
Sendjaya, S., and B. Cooper. 2011. Servant Leadership Behavior Scale: A Hierarchical Model and Test of Construct Validity. European Journal of Work and Organizational Psychology 20: 416–436. http://www.tandfonline.com/action/journalInformation?journalCode=pewo20. Retrieved on October 2, 2016. CrossRef
Shamir, B., R.J. House, and M.B. Arthur. 1993. The Motivational Effects of Charismatic Leadership: A Self-Concept Based Theory. Organization Science 4: 577–594. CrossRef
Smith, W., and M.W. Lewis. 2011. Toward a Theory of Paradox: A Dynamic Equilibrium Model of Organizing. Academy of Management Review 36: 381–403.
Smith, B.N., R.V. Montagno, and T.N. Kuzmenko. 2004. Transformational and Servant Leadership: Contextual and Content Comparisons. Journal of Leadership and Organizational Studies 10: 80–91. CrossRef
Stone, A.G., R.F. Russell, and K. Patterson. 2004. Transformational Versus Servant Leadership: A Difference in Leader Focus. Leadership and Organization Development Journal 25: 349–361. CrossRef
Sun, P.Y.T. 2013. The Servant Identity: Influences on the Cognition and Behavior of Servant Leaders. The Leadership Quarterly 24: 544–557. CrossRef
Torbert, W.R. 1987. Managing the Corporate Dream: Restructuring for Long-Term Success. Homewood: Dow Jones-Irwin.
Valcea, S., M.R. Hamdani, M.R. Buckley, and M.M. Novicevic. 2011. Exploring the Developmental Potential of Leader-Follower Interactions: A Constructive-Developmental Approach. The Leadership Quarterly 22: 604–615. CrossRef
Van Dierendonck, D. 2011. Servant Leadership: A Review and Synthesis. Journal of Management 37: 1228–1261. CrossRef
Van Dierendonck, D., and I. Nuijten. 2011. The Servant Leadership Survey: Development and Validation of a Multi-Dimensional Measure. Journal of Business and Psychology 26: 249–267.
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. CrossRef
Zacher, H., K. Rosing, and M. Frese. 2011. Age and Leadership: The Moderating Role of Legacy Beliefs. The Leadership Quarterly 22: 43–50. CrossRef
- The Motivation to Serve as a Corner Stone of Servant Leadership
Neuer Inhalt/© Stellmach, Neuer Inhalt/© BBL, Neuer Inhalt/© Maturus, Pluta Logo/© Pluta, Neuer Inhalt/© hww, Wissenstransfer im Outsourcing/© WrightStudio | stock.adobe.com