Servant Leadership: A Review and Synthesis

By Dirk van Dierendonck. 2011

2,042 citations recorded by the source corpus.

Subfields: Demography, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/0ae1a1103aa20c6d2826cfbef8291ae16ef9268b

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Citations in the corpus

Same difference? Exploring the differential mechanisms linking servant leadership and transformational leadership to follower outcomes (2014, background): “Several theoretical papers have argued that SL and TFL have different foci and may be suitable to different environments; TFL focuses on organizational effectiveness, whereas SL focuses on follower needs (Bass, 1985; Graham, 1991, 1995; Mayer, Bardes, & Piccolo, 2008; Van Dierendonck, 2011).”
Does servant leadership foster creativity and innovation? A multi-level mediation study of identification and prototypicality (2014, background): “Therefore both serving and leading become almost exchangeable (van Dierendonck, 2011).”
Contrasting the nature and effects of environmentally specific and general transformational leadership (2017, neutral): “For example, servant leadership (Greenleaf, 1977) has increasingly begun to receive scholarly attention (see Van Dierendonck, 2011 for a review).”
A Systematic Literature Review of Servant Leadership Theory in Organizational Contexts (2012, background): “The third review by Van Dierendonck (2011) also concludes with another conceptual model, which identiﬁes six key characteristics of ser-vant leadership: empowering and developing people, humility, authenticity, interpersonal acceptance, providing direction, and stewardship.”
The servant leadership advantage: When perceiving low differentiation in leader-member relationship quality influences team cohesion, team task performance and service OCB (2017, background): “…leadership has drawn more recently significant attention among both academics (e.g., Graham, 1991; Liden, Panaccio, Meuser, Hu, &Wayne, 2014; van Dierendonck, 2011) and practitioners (Spears, 1995) in response to a growing interest in a more ethical, pro-social, and people-centered management…”
How and When Humble Leadership Facilitates Employee Job Performance: The Roles of Feeling Trusted and Job Autonomy (2020, background): “…beyond a state of self-centered perception tend to be equipped with higher levels of empathy, which in turn has been shown to be an essential component of effective leadership in research on employee motivation, emotional intelligence, and servant leadership (Goleman, 2004; Van Dierendonck, 2011).”
Servant Leadership, Employee Job Crafting, and Citizenship Behaviors: A Cross-Level Investigation (2017, background): “Furthermore, majority of past empirical studies on servant leadership have been so far conducted at a single level, such as individual or team level (e.g., Chiniara & Bentein, 2016; Neubert et al., 2008; Schaubroeck, Lam, & Peng, 2011; Van Dierendonck, Stam, Boersma, de Windt, & Alkema, 2014), witho”
At What Level (and in Whom) We Trust (2012, background): “…/ Trust Across Organizational Levels 1185 2000), authentic leadership (Avolio, Gardner, Walumbwa, Luthans, & May, 2004), servant leadership (Van Dierendonck, 2011), and empowering leadership (Caldwell & Dixon, 2010), have been proposed to exert a beneficial effect on individual trust in…”
Servant leadership, organisational trust, and bank employee outcomes (2019, background): “Van Dierendonck (2011) aptly discusses that there are studies reporting a high correlation between servant leadership and TIO.”