Exploring servant leadership across cultures: comparative study in Australia and Indonesia

By A. Pekerti, Sen Sendjaya. 2010

165 citations recorded by the source corpus.

Subfields: Communication, General Health Professions, Social Psychology

View Paper: https://www.semanticscholar.org/paper/dd61cd91fd02ffd7359b9fa1c60601c31a445f72

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In Communication

In General Health Professions

In Social Psychology

Citations in the corpus

A Systematic Literature Review of Servant Leadership Theory in Organizational Contexts (2012, methodology): “…Hamilton and Bean (2005) discovered that introducing servant leadership within a Christian context was perceived as obtrusive in the United Kingdom; and Pekerti and Sendjaya (2010) found that Australian leaders exhibited more behaviors with authentic self (leadership ﬂows out of who we are as…”
The Functions of a Servant Leader (2017, background): “The keywords referenced to describe integrity in the literature were: being honest, fair [31], having strong moral principles [32,50,53], behaving ethically, and creating an ethical work climate [32,43,50].”
Servant Leadership: A systematic literature review—toward a model of antecedents and outcomes (2019, background): “Mittal and Dorfman (2012) as well as Pekerti and Sendjaya (2010) conclude that servant leadership is universal across cultures.”
Examination of the Relationships Between Servant Leadership, Organizational Commitment, and Voice and Antisocial Behaviors (2015, background): “The use of a Canadian sample contributes to a trend toward studying servant leadership’s influence across cultures (Hale and Fields 2007; Pekerti and Sendjaya 2010) while the context of customer service has been suggested to be particularly suitable to study servant leadership’s effects (Carter and ”
Workplace spirituality and organizational commitment: an integrative model (2011, background): “…ratings of leadership differ along cultural dimensions (e.g. Atwater et al. 2009) and that there is cultural variation in the effectiveness and practice of servant leadership – i.e. a model that has some resemblance with spiritual leadership (e.g. Hale and Fields 2007; Pekerti and Sendjaya 2010).”
Reviewing Leadership Styles: Overlaps and the Need for a New ‘Full‐Range’ Theory (2017, unknown): “Few empirical studies have examined the separate servant leadership dimensions (exceptions are Sendjaya and Pekerti 2010; Pekerti and Sendjaya 2010).”