Servant leadership: A theoretical model
2003
206 citations recorded by the source corpus.
View Paper: https://www.semanticscholar.org/paper/ed70d23a13185ab032df4e13532d5a92d7f657eb
Citations in the corpus
- Servant Leadership: A Review and Synthesis (2011, unknown): “Dennis and Bocarnea (2005) developed an instrument directly related to Patterson’s (2003) seven-dimensional model. The instrument was developed in several stages, starting with an extensive literature review and expert review, followed by statistical analyses and modifications in three samples. Rece”
- A Systematic Literature Review of Servant Leadership Theory in Organizational Contexts (2012, unknown): “These seven values are based upon the biblical concept of the seven beatitudes from Matthew 5 (Patterson 2003; Winston 2003, 2004).”
- Responsible Leadership: A Mapping of Extant Research and Future Directions (2015, unknown): “…organizations … the prioritization of fulfilling followers’ needs who are the primary concern with organizational concerns being peripheral (Greenleaf 1970; Patterson 2003) Authentic leadership group of followers within organizations ‘‘… a process that draws from both positive psychological…”
- The Emerging Significance of Values Based Leadership: A Literature Review (2014, unknown): “…© 2014 School of Business and Leadership, Regent University ISSN 1554-3145 Values Based Leadership Theories Author Servant leadership Greenleaf, 1977; Patterson, 2003; Parolini, Patterson, & Winston, 2009 Stewardship Block, 1993 Connective leadership Lipman-Blumen, 1996 Self-sacrificial leadership…”
- The Servant Leadership Survey: Development and Validation of a Multidimensional Measure (2010, unknown): “Compared to transformational leadership, it introduces a moral component (Graham 1991), and puts explicit emphasis on the needs of followers (Patterson 2003).”
- Collaborative Leadership Effects on School Improvement: Integrating Unidirectional- and Reciprocal-Effects Models (2010, unknown): “The related concepts of reciprocity, responsive adaptation, mutual influence, and leader-follower interaction are implied in theories underlying contingency leadership (Fiedler, 1967), servant leadership (Patterson, 2003; Winston, 2003), upward managerial influence (Kipnis et al.”