Transformational and Servant Leadership: Content and Contextual Comparisons

By Brien N. Smith, Ray Montagno, Tatiana Kuzmenko. 2004

509 citations recorded by the source corpus.

Subfields: Applied Psychology, Demography, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/dee0baf4771936c7eb9f77511295f9c049ea457b

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In Organizational Behavior and Human Resource Management

Citations in the corpus

Servant Leadership: A systematic literature review—toward a model of antecedents and outcomes (2019, background): “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.”
Leader empathy, ethical leadership, and relations‐oriented behaviors as antecedents of leader‐member exchange quality (2010, background): “…justice, and these values are a core aspect of several theories that have been prominent in the leadership literature in recent years, including servant leadership (e.g. Russell and Stone, 2002; Smith et al., 2004), spiritual leadership (Fry, 2003), and authentic leadership (Gardner et al., 2005).”
Servant leaders inspire servant followers: Antecedents and outcomes for employees and the organization (2013, background): “Work by Smith, Montagno, and Kuzmenko (2004) supports this idea; they suggested that servant leaders foster a culture focused on personal growth of individuals and the organizational system as a whole.”
Exploring servant leadership across cultures: comparative study in Australia and Indonesia (2010, background): “SL is an emerging model of leadership characterized by its emphasis on strong follower-centric, altruistic, moral/ethical, and spiritual values (Sendjaya and Sarros 2002 ; Smith, Montagno and Kuzmenko 2004 ; Stone, Russel and Patterson 2004 ).”
Fostering task and adaptive performance through employee well-being: The role of servant leadership (2020, background): “This contradicts with views of servant leadership being suited only for stable organizational environments (Smith et al., 2004).”
The impact of servant leadership and subordinates' organizational tenure on trust in leader and attitudes (2014, background): “Servant leadership places the interest of subordinates before the self-interest for the betterment (Matteson and Irving, 2006; Smith et al., 2004).”