CEO Servant Leadership: Exploring Executive Characteristics and Firm Performance

By Suzanne J. Peterson, Benjamin M. Galvin, Donald Lange. 2012

409 citations recorded by the source corpus.

Subfields: Clinical Psychology, Management of Technology and Innovation, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/e64db28d06980e83cb271775da08ed06e77b7f18

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In Clinical Psychology

In Management of Technology and Innovation

In Organizational Behavior and Human Resource Management

Citations in the corpus

Impact of Servant Leadership on Performance: The Mediating Role of Affective and Cognitive Trust (2020, background): “Other studies have identified a positive impact of servant leadership on team performance (Schaubroeck et al., 2011), firm performance (Peterson et al., 2012), financial performance of organizations (Ruschman, 2002), and individual performance (Jaramillo et al., 2015).”
Servant leaders inspire servant followers: Antecedents and outcomes for employees and the organization (2013, background): “Peterson et al. (2012) demonstrated that CEO servant leaders are less likely to exhibit narcissism.”
Servant Leadership: A systematic review and call for future research (2019, background): “, 2013), high in core selfevaluation (Flynn, Smither, & Walker, 2016), high in mindfulness (Verdorfer, 2016), and exhibit low levels of narcissism (Peterson et al., 2012) all displayed higher levels of servant leadership.”
Examination of the Relationships Between Servant Leadership, Organizational Commitment, and Voice and Antisocial Behaviors (2015, background): “One way to achieve this goal is through implementing training and mentoring programs specifically targeted at managers (Liden et al. 2014; Peterson et al. 2012; Wu et al. 2013).”
Servant Leadership: A systematic literature review—toward a model of antecedents and outcomes (2019, background): “In fact, studies already exist which investigate individual antecedents (Peterson et al., 2012).”
Narcissism: An Integrative Synthesis and Dominance Complementarity Model (2014, background): “For example, a sample of CEOs from the technology sector revealed that narcissism negatively predicted servant leadership (a form of leadership that focuses on followers’ needs and personal integrity), and that servant leadership subsequently predicted firm financial performance (Peterson et al., 20”
Narcissistic Organizational Identification: Seeing Oneself As Central to the Organization's Identity (2015, background): “In combination with narcissism, which has been described as having a notable presence and influence among CEOs (e.g., Chatterjee & Hambrick, 2007; Peterson et al., 2012; Resick et al., 2009; Rosenthal & Pittinsky, 2006), the antecedents of narcissistic organizational identification that we described”
Servant Leadership, Employee Job Crafting, and Citizenship Behaviors: A Cross-Level Investigation (2017, background): “Servant leaders empower their followers to maximize on their capabilities and to develop their potential to the fullest, thus providing the autonomy employees required for job crafting (Liden et al., 2014; Peterson et al., 2012).”