Servant leadership: Validation of a short form of the SL-28

By R. Liden, Sandy J. Wayne, Jeremy D. Meuser, Jia Hu, Junfeng Wu, Chenwei Liao. 2015

682 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/809c963a6ad304e0c691bd3292f4713281d1cf9b

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In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

Serving You Depletes Me? A Leader-Centric Examination of Servant Leadership Behaviors (2020, background): “While sharing some conceptual similarities with ethical behaviors (Brown, Treviño, & Harrison, 2005), initiating structure and consideration behaviors (Judge, Piccolo, & Ilies, 2004), and empowering behaviors (Arnold, Arad, Rhoades, & Drasgow, 2000; Srivastava, Bartol, & Locke, 2006), servant leader”
Servant leadership, organisational trust, and bank employee outcomes (2019, background): “…and succeed, show ethical behaviours, solve work-related problems, create value for the community, put the followers’ interests ahead of their own, and highlight strong interpersonal relationships with their followers (Liden et al., 2015; Liden, Wayne, Liao, & Meuser, 2014; Van Dierendonck, 2011).”
Examination of the Relationships Between Servant Leadership, Organizational Commitment, and Voice and Antisocial Behaviors (2015, methodology): “As this study aims to examine the effects and workings of global servant leadership rather than those of specific servant leadership dimensions, adopting Liden et al.’s (2008; see also Liden et al. 2015) framework appears appropriate.”
How Servant Leadership Influences Organizational Citizenship Behavior: The Roles of LMX, Empowerment, and Proactive Personality (2017, background): “…al. 2008 and Laub 1999), recent research argues that servant leadership is better captured using a global scale than a multidimensional scale because it is not a higher-level construct, due to the fact that its underlying dimensions capture different aspects of leader behavior (Liden et al. 2015).”
Effects of different leadership styles on hospitality workers (2019, background): “Servant leaders believe in ethical utilization of power and encourage participant behaviors that enhance job efficacy (Liden et al., 2015).”
Servant Leadership: A systematic review and call for future research (2019, background): “Therefore, there may be a positive relationship between servant leadership behaviors displayed and the burnout, stress, and subsequent health outcomes felt by the leader (Panaccio, Donia, Saint-Michel, & Liden, 2015).”