Servant leadership: Development of a multidimensional measure and multi-level assessment ☆

1,919 citations recorded by the source corpus.

How researchers see this paper

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

A Systematic Literature Review of Servant Leadership Theory in Organizational Contexts (2012, methodology): “Generally, authors described servant leadership by quoting one of these three authors in addition to citing multiple other authors, including, but not limited to: Barbuto and Wheeler (2006), Graham (1991), Ehrhart (2004), Liden et al. (2008), Page and Wong (2000), and Patterson (2003).”
Do Ethical, Authentic, and Servant Leadership Explain Variance Above and Beyond Transformational Leadership? A Meta-Analysis (2018, background): “This expectation is based on empirical research supporting direct effects of these three leadership forms on follower work attitudes, including organizational commitment (cf. Leroy, Palanski, & Simons, 2012; Liden et al., 2008; Ng & Feldman, 2015),”
Relationship of Servant Leadership and Employee Loyalty: The Mediating Role of Employee Satisfaction (2012, neutral): “Liden et al. [5] find out that, servant leadership helps to create a positive work environment, enhancing employees’ sense of belonging and loyalty to the organization.”
Reviewing Leadership Styles: Overlaps and the Need for a New ‘Full‐Range’ Theory (2017, positive): “Ethical behavior is another hallmark of servant leaders (Liden et al. 2008), and Graham (1991) argues that, since servant leaders are guided by high internalized moral principles, this differentiates it from transformational leadership.”