Team Effectiveness and Six Essential Servant Leadership Themes

By J. Irving, G. Longbotham. 2006

113 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/4d5e83ca9a5a6cfd99ee4b9bdd57531223fe33a0

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

Citations in the corpus

The relationship between servant leadership, organisational citizenship behaviour and team effectiveness (2014, background): “Irving and Longbotham (2007) examined the relationship between servant leadership and team effectiveness in a division of an international non-profit-making organisation in the United States.”
Reviewing Leadership Styles: Overlaps and the Need for a New ‘Full‐Range’ Theory (2017, unknown): “Composite servant leadership has been found to influence team performance positively (Hu and Liden 2011; Irving and Longbotham 2007; Schaubroeck et al. 2011), mediated by affective-based trust and team psychological safety (Schaubroeck et al. 2011).”
Servant Leadership: A Review and Synthesis (2011, background): “In a study carried out in a nonprofit organization, Irving and Longbotham (2007) found moderate to high correlations between servant leadership and perceived team effectiveness.”
Servant leadership and team performance: The mediating role of knowledge-sharing climate (2015, background): “Email: global7@gachon.ac.kr & Henderson, 2008), individual attitudes (e.g., Barbuto & Wheeler, 2006; Ehrhart, 2004), team effectiveness (e.g., Irving & Longbotham, 2007), and corporate social responsibility (e.g., Burlingham, 2007). van Dierendonck (2011) distinguished six key characteristics of…”
A Systematic Literature Review of Servant Leadership Theory in Organizational Contexts (2012, methodology): “This creates an open and trusting environment, which can enhance collaboration among team members (Garber et al. 2009; Sturm 2009; Irving and Longbotham 2007).”