Scale Development and Construct Clarification of Servant Leadership

By J. Barbuto, D. Wheeler. 2006

1,241 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/f5510b04d0a417f0ff1352d204bede89773dde16

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Citations in the corpus

Relationship of Servant Leadership and Employee Loyalty: The Mediating Role of Employee Satisfaction (2012, background): “As Barbuto and Wheeler [6] said, servant leadership is to serve staff, but on the contrary, transformational leadership is to motivate staff to achieve organizational goals ultimately.”
The relationship between servant leadership, organisational citizenship behaviour and team effectiveness (2014, methodology): “Comparison of the goodness-of-fit indices reported in Table 1 indicates that the structures of the SLQ, OCBS and TEQ present a satisfactory fit with the data (Hair et al., 2006; Kelloway, 1998).”
Servant Leadership Behaviour Scale: A hierarchical model and test of construct validity (2011, result): “A growing body of empirical studies corroborate much of the burgeoning anecdotal evidence from corporate businesses that exemplify servant leadership (Barbuto & Wheeler, 2006; Liden et al., 2008; Whittington et al., 2006).”
Servant Leadership: A Review and Synthesis (2011, background): “Transformational leadership as first discussed in a more political context by Burns (1978) and later brought to the organizational context by Bass (1985) is defined as a leadership style with explicit attention to the development of followers through individualized consideration, intellectual stimul”
Theoretical Development and Empirical Examination of a Three-Roles Model of Responsible Leadership (2019, positive): “To assess the role of the leader as a citizen, we use the stewardship dimensions of two servant leadership scales (Barbuto and Wheeler 2006; van Dierendonck and Nuijten 2011).”
Caring as a Managerial Strategy (2009, methodology): “…person’s success, having a desire to advance and help the other even to the point to putting the cared-for’s plans ahead of one’s one, and being willing to do for another what that person would do for himself or herself if he or she could (Barbuto & Wheeler, 2006; Noddings, 2005; Swanson, 1991).”
The Relationships among Servant Leadership , Organizational Citizenship Behavior , Person-Organization Fit , and Organizational Identification (2010, neutral): “…1) have been offered in the last 10 to 15 years to describe servant leadership (Spears, 1998; Farling, Stone, & Winston, 1999; Page & Wong, 2000; Sendjaya & Sarros, 2002; Russell & Stone, 2002; Patterson, 2003; Barbuto & Wheeler, 2006; Sendjaya et al., 2008; Liden, Wayne, Zhao, & Henderson, 2008).”
The Functions of a Servant Leader (2017, methodology): “Listening was described as a deep commitment of a leader to listen actively and respectfully [17,41,54], by asking questions to create knowledge [54,55], providing time for reflection and silence [17], and being conscious of what is unsaid [17,52].”
Can altruistic leadership prevent knowledge-hiding behaviour? Testing dual mediation mechanisms (2020, methodology): “This study used a four-item altruistic leadership scale adopted from Barbuto and Wheeler (2006).”