Servant leadership is an increasingly popular concept in the repertoire of leadership styles. While an intuitively attractive concept, it is systematically undefined and not yet supported by empirical research. Reviews the servant leadership literature with the intent to develop a preliminary theoretical framework. Builds a foundation for categorizing and appraising the functional and accompanying attributes of servant leaders. Once categorized, a formative, rational servant leadership attribute model is constructed. The authors call for further development of the model and empirical research to support it.

A review of servant leadership attributes: developing a practical model

This paper reviews the existing literature regarding values in leadership. It identifies issues relating to both personal values and organizational values. The literature indicates that values affect leader behavior, as well as organizational performance. The paper also provides an overview of servant leadership theory and extrapolates applications of the values in leadership literature to three aspects of servant leadership: trust; appreciation of others; and empowerment. Values constitute the foundation of servant leadership. Fundamentally, leader values may be the underlying factors that separate servant leaders from all other leadership types.

The role of values in servant leadership

Although new theoretical models that are suggestive of how work design might be used to foster proactive motivation and proactive performance have been proposed, these models need further elaboration and testing if they are to be useful tools for contemporary organizations. Accordingly, we examine the extent to which feelings of responsibility for constructive change is a proactive psychological mechanism that explains how work design characteristics influence constructive change-oriented behavior and proactive performance. Specifically, we examine job autonomy, position in the organizational hierarchy, access to resources, access to strategy-related information, and role ambiguity as antecedents to felt responsibility for constructive change (FRCC). We also examine the extent to which feelings of responsibility for constructive change are positively related to voice behavior (i.e., constructive, change-oriented communication) and continuous improvement (i.e., proactive role performance). Results indicate hierarchical position and access to resources are positively related to FRCC. Results also indicate proactive personality moderates the relationship between access to resources and FRCC and the relationship between access to strategy-related information and FRCC. Plots of the interactions reveal that these relationships are enhanced for individuals with proactive personalities. The results also indicate that FRCC is positively related to voice behavior and continuous improvement. Perhaps more importantly, the results suggest that FRCC explains the psychological process by which structural and socio-structural forces influence proactive behavior. The results are discussed as they pertain to updated work design theory and theories of high involvement work systems, job characteristics, and leadership prototypes. Copyright © 2006 John Wiley & Sons, Ltd.

https://onlinelibrary.wiley.com/doi/pdf/10.1002/job.425

Promoting felt responsibility for constructive change and proactive behavior: exploring aspects of an elaborated model of work design

This article succinctly reviews the recent literature available on executive coaching, demonstrating that there has been very little empirical research that has focused on these methods when used by consultants with managers and leaders in organizations. Within the frame work of a 17-dimensional mod

Toward a conceptual understanding and definition of executive coaching.

Executive coaching: A comprehensive review of the literature.

The 21 Irrefutable Laws of Leadership is a powerful, definitive statement of the timeless laws you simply must follow if you want to be a great leader--at home, on the job,in church, or wherever you are called on to lead.

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The 21 Irrefutable Laws of Leadership

Developing the Leader Within You is Dr. Maxwell's first and most enduring leadership book, having sold more than one million copies. In this Christian Leaders Series edition of this Maxwell classic, you will discover the biblical foundation for leadership that John Maxwell has used as a pastor and business leader for more than forty years. These same principles and practices are available for everyday leaders in every walk of life. It is a lofty calling to lead a group-a family, a church, a nonprofi t, a business-and the timeless principles in this book will bring positive change in your life and in the lives of those around you. You will learn: The True Definition of Leader. "Leadership is influence. That's it. Nothing more; nothing less." The Traits of Leadership. "Leadership is not an exclusive club for those who were 'born with it.' The traits that are the raw materials of leadership can be acquired. Link them up with desire, and nothing can keep you from becoming a leader." The Difference Between Management and Leadership. "Making sure the work is done by others is the accomplishment of a manager. Inspiring others to do better work is the accomplishment of a leader." God has called every believer to influence others, to be salt and light. Developing the Leader Within You will equip you to improve your leadership and inspire others.

Developing the Leader Within You

What would happen if a top expert with more than thirty years of leadership experience were willing to distill everything he had learned about leadership into a handful of life-changing principles just for you? It would change your life John C Maxwell has done exactly that in "The 21 Irrefutable Laws of Leadership" He has combined insights learned from his thirty-plus years of leadership successes and mistakes with observations from the worlds of business, politics, sports, religion, and military conflict The result is a revealing study of leadership delivered as only a communicator like Maxwell can

The 21 irrefutable laws of leadership : follow them and people will follow you

This study examines leading explanations for unsafe sex in light of in‐depth interviews with 102 high‐risk gay and bisexual men in Toronto to see how well they engage with the social circumstances and reasoning processes of men in their sexual relationships. We argue that there is an inadequate fit between some of the leading explanations and the discursive accounts provided by high risk men themselves. Their accounts focus on unsafe sex occurring as a resolution to condom and erectile difficulties, through momentary lapses and trade offs, out of personal turmoil and depression, and as a byproduct of strategies of disclosure and intuiting safety. This study examines, in particular, the circumstances and rationales associated with men who identify their practices as “barebacking.” We conclude with recommendations for communicating prevention messages to those most at risk based on the self‐understandings of gay and bisexual men who most frequently practice unprotected sex.

AIDS optimism, condom fatigue, or self-esteem? Explaining unsafe sex among gay and bisexual men.

No organization can succeed without good leaders. And a leader’s most important task is to acquire and keep good people, and make leaders out of them. This is because in any organization or company, people are the only assets that can continually appreciate. Systems become dated, buildings deteriorate, and machinery wears down. But people can grow, develop and become more productive and effective if they have a good leader who understands their value.

John C. Maxwell

Papers

The 21 Irrefutable Laws of Leadership

Developing the Leader Within You

The 21 irrefutable laws of leadership : follow them and people will follow you

AIDS optimism, condom fatigue, or self-esteem? Explaining unsafe sex among gay and bisexual men.

Developing the leaders around you