Servant Versus Authentic Leadership

By Qian Ling, Fang Liu, Xiaoyi Wu. 2017

139 citations recorded by the source corpus.

Subfields: Demography, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/947797a1a788ca7604e3ab415d224fb7573194e4

How researchers see this paper

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

In Demography

1. Anastasia Ozturk
2. T. Kim
3. Jan G Langhof
4. Osman M. Karatepe
5. Stefan Güldenberg
6. A. Grobelna
7. Olusegun A. Olugbade

In Organizational Behavior and Human Resource Management

1. Anastasia Ozturk
2. T. Kim
3. Osman M. Karatepe
4. Jan G Langhof
5. Stefan Güldenberg
6. A. Grobelna
7. Olusegun A. Olugbade
8. M. Aboramadan

Citations in the corpus

• Servant leadership, organisational trust, and bank employee outcomes (2019, background): “Employees who perceive that there are strong signals of servant leadership at work develop TIO/trust in the leader and, therefore, display desirable outcomes (Jaiswal & Dhar, 2017; Ling et al., 2017).”
• Servant Leadership: A systematic literature review—toward a model of antecedents and outcomes (2019, methodology): “The mediating effect of culture and climate is further supported by scholars who observed a direct relationship between SL and (trust) climate (e.g. Ling et al., 2017; Smith et al., 2004), or at least a moderating effect of climate (Ling et al., 2016).”