Scholarly research on the topic of leadership has witnessed a dramatic increase over the last decade, resulting in the development of diverse leadership theories. To take stock of established and developing theories since the beginning of the new millennium, we conducted an extensive qualitative review of leadership theory across 10 top-tier academic publishing outlets that included The Leadership Quarterly, Administrative Science Quarterly, American Psychologist, Journal of Management, Academy of Management Journal, Academy of Management Review, Journal of Applied Psychology, Organizational Behavior and Human Decision Processes, Organizational Science, and Personnel Psychology. We then combined two existing frameworks (Gardner, Lowe, Moss, Mahoney, & Cogliser, 2010; Lord & Dinh, 2012) to provide a process-oriented framework that emphasizes both forms of emergence and levels of analysis as a means to integrate diverse leadership theories. We then describe the implications of the findings for future leadership research and theory.

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Leadership theory and research in the new millennium: Current theoretical trends and changing perspectives

Notwithstanding the proliferation of servant leadership studies with over 100 articles published in the last four years alone, a lack of coherence and clarity around the construct has impeded its theory development. We provide an integrative and comprehensive review of the 285 articles on servant leadership spanning 20 years (1998–2018), and in so doing extend the field in four different ways. First, we provide a conceptual clarity of servant leadership vis-a-vis other value-based leadership approaches and offer a new definition of servant leadership. Second, we evaluate 16 existing measures of servant leadership in light of their respective rigor of scale construction and validation. Third, we map the theoretical and nomological network of servant leadership in relation to its antecedents, outcomes, moderators, mediators. We finally conclude by presenting a detailed future research agenda to bring the field forward encompassing both theoretical and empirical advancement. All in all, our review paints a holistic picture of where the literature has been and where it should go into the future.

Servant leadership: A systematic review and call for future research.

A new research area linked to ethics, virtues, and morality is servant leadership. Scholars are currently seeking publication outlets as critics debate whether this new leadership theory is significantly distinct, viable, and valuable for organizational success. The aim of this study was to identify empirical studies that explored servant leadership theory by engaging a sample population in order to assess and synthesize the mechanisms, outcomes, and impacts of servant leadership. Thus, we sought to provide an evidence-informed answer to how does servant leadership work, and how can we apply it? We conducted a systematic literature review (SLR), a methodology adopted from the medical sciences to synthesize research in a systematic, transparent, and reproducible manner. A disciplined screening process resulted in a final sample population of 39 appropriate studies. The synthesis of these empirical studies revealed: (a) there is no consensus on the definition of servant leadership; (b) servant leadership theory is being investigated across a variety of contexts, cultures, and themes; (c) researchers are using multiple measures to explore servant leadership; and (d) servant leadership is a viable leadership theory that helps organizations and improves the well-being of followers. This study contributes to the development of servant leadership theory and practice. In addition, this study contributes to the methodology for conducting SLRs in the field of management, highlighting an effective method for mapping out thematically, and viewing holistically, new research topics. We conclude by offering suggestions for future research.

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A Systematic Literature Review of Servant Leadership Theory in Organizational Contexts

본 연구는 21세기 기업경영의 가장 중요한 트렌드인 진정성의 효과를 조직-공중 관계성, 기업명성, 공중의 구매행동 차원에서 고찰하였다 특히, 이들 간의 관계에 대한 실증적 검증을 통해 PR학의 중심을 차지하고 있는 관계관리와 명성관리 논의를 확장시키고, 진정성의 결과로 조직효과 차원의 공중의 구매행동을 살펴봄으로써 기업경영에서 진정성의 실질적 중요성을 입증해내고자 하였다 연구결과, 공중은 진정성이 있다고 인식하는 기업과의 관계에 더 만족하는 것으로 나타났으며, 조직-공중관계의 질은 진정성이 구매행동의도에 미치는 영향에 있어 매개적 역할을 하는 것으로 검증되었다 또한 기업의 진정성은 공중의 기업명성에도 유의미한 영향을 미치고 이것이 구매행동이나 추천의도와 같은 행동적 결과로 이어져 조직효과성을 높이는 것으로 나타났다 반면 구매행동의도에 대한 진정성의 효과는 유의미하지 않아 기업의 진정성 그 자체가 바로 구매행동으로 이어지지 않는 것으로 입증되었다 즉, 진정성이 구매행동의도에 미치는 영향에 있어 조직-공중관계성, 기업브랜드의 명성이 완전 매개의 역할을 하는 것으로 나타나 기업의 재무적 경영성과와 효과창출에 있어 진정성의 실천을 통한 공중관계 관리와 기업명성의 구축이 무엇보다 중요함이 입증되었다 또한 본 연구는 제시한 모델의 설명력이 710%로 나타나 조직-공중관계성의 질, 기업명성을 매개로 하는 진정성의 효과 모델이 재무적 성과 측면에서의 조직효과 창출에 적용할 수 있는 모델임을 보여주고, 진정성의 상업화에 대한 주의와 함께 실무적 시사점을 제시하였다

진정성 (authenticity) 효과

In this article, we examine the concept of humility among chief executive officers (CEOs) and the process through which it is connected to integration in the top management team (TMT) and middle managers’ responses. We develop and validate a comprehensive measure of humility using multiple samples and then test a multilevel model of how CEOs’ humility links to the processes of top and middle managers. Our methodology involves survey data gathered twice from 328 TMT members and 645 middle managers in 63 private companies in China. We find CEO humility to be positively associated with empowering leadership behaviors, which in turn correlates with TMT integration. TMT integration then positively relates to middle managers’ perception of having an empowering organizational climate, which is then associated with their work engagement, affective commitment, and job performance. Findings confirm our hypotheses based on social information processing theory: humble CEOs connect to top and middle managers through c...

Humble Chief Executive Officers’ Connections to Top Management Team Integration and Middle Managers’ Responses

textPurpose:
The purpose of this paper is to describe the development and validation of a multi-dimensional instrument to measure servant leadership. 
Design/Methodology/Approach 
Based on an extensive literature review and expert judgment, 99 items were formulated. In three steps, using eight samples totaling 1571 persons from The Netherlands and the UK with a diverse occupational background, a combined exploratory and confirmatory factor analysis approach was used. This was followed by an analysis of the criterion-related validity. 
Findings:
The final result is an eight-dimensional measure of 30 items: the eight dimensions being: standing back, forgiveness, courage, empowerment, accountability, authenticity, humility, and stewardship. The internal consistency of the subscales is good. The results show that the Servant Leadership Survey (SLS) has convergent validity with other leadership measures, and also adds unique elements to the leadership field. Evidence for criterion-related validity came from studies relating the eight dimensions to well-being and performance. 
Implications: 
With this survey, a valid and reliable instrument to measure the essential elements of servant leadership has been introduced.
Originality/Value 
The SLS is the first measure where the underlying factor structure was developed and confirmed across several field studies in two countries. It can be used in future studies to test the underlying premises of servant leadership theory. The SLS provides a clear picture of the key servant leadership qualities and shows where improvements can be made on the individual and organizational level; as such, it may also offer a valuable starting point for training and leadership development.

D. vanDierendonck

Papers

The Servant Leadership Survey: Development and Validation of a Multidimensional Measure