Online from: 1988
|Title:||Servant leadership: development of a multidimensional measure and multi-level assessment|
|Author(s):||Liden R C, Wayne S J, Zhao H, Henderson D|
|Journal:||Leadership Quarterly, Apr 2008, Volume: 19 Issue: 2 pp.161-177 (17 pages)|
|Keywords:||Employees Development, Ethics, Leadership, Quality Management, Transformational Leadership|
|Article type:||Research paper|
|Reference:||37AM605 (Permanent URL)|
Design/methodology/approach - Develops and tests a multidimensional measure of servant leadership and examines the validity of the new scale within a multi-level framework. Drawing on the servant leadership literature, identifies nine servant leadership dimensions; outlines a number of hypotheses; tests these on two samples involving students and employees and supervisors.
Findings - Outlines how support was found for seven servant leadership dimensions proving the constructs validity; puts forward how the ability of servant leadership at the individual level to explain community citizenship, in-house performance and organizational commitment distinguishes it both from transformational leadership and leader-member exchange theory; highlights how the servant leadership dimension 'behaving ethically' was highly related to role performance.
Research limitations/implications - Cross sectional design; adopt a longitudinal study design; examine servant leadership in countries other than the US.
Practical implications - Organizations should select those people interested in providing support and guidance to employees.
Originality/value - Presents a multidimensional measure of servant leadership.