oru.sePublications
Change search
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
When the servant-leader comes knocking …
Örebro University, Örebro University School of Business. Lilllehammer University College, Lillehammer, Norway.ORCID iD: 0000-0002-2156-680X
2009 (English)In: Leadership & Organization Development Journal, ISSN 0143-7739, E-ISSN 1472-5347, Vol. 30, no 1, p. 4-15Article in journal (Refereed) Published
Abstract [en]

Purpose: The purpose of this paper is to scrutinise the concept of servant leadership from a business administration (management) point-of-view.

Design/methodology/approach: A review of scholarly works on servant-leadership is presented.

Findings: A generally accepted definition of servant-leadership is not available. There are no generally accepted instruments for measuring servant-leadership. It is unclear whether some leaders are servant-leaders while others are not, and whether leaders can be servant-leaders to different degrees. The positive effects of servant-leadership on organisational outcomes, a consideration highly relevant to management, have not been empirically established. Some studies have shown negative effects of servant-leadership on organisational effectiveness.

Research limitations/implications: This literature review contains no empirical data.

Practical implications: The argument that servant-leaders should be in charge of private companies and public organisations appears to be contrary to theoretical and empirical considerations. Servant-leaders, whose concerns are primarily focused on subordinates rather than customers (or citizens), are hardly able to attain organisational goals.

Originality/value: The paper offers critical comments on the conceptual and empirically usefulness of servant-leadership when applied to business enterprises and public agencies.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2009. Vol. 30, no 1, p. 4-15
Keywords [en]
Leadership, Trust, Employee behaviour, Management effectiveness
National Category
Economics and Business
Identifiers
URN: urn:nbn:se:oru:diva-71633DOI: 10.1108/01437730910927070Scopus ID: 2-s2.0-70349321179OAI: oai:DiVA.org:oru-71633DiVA, id: diva2:1280916
Available from: 2019-01-21 Created: 2019-01-21 Last updated: 2019-01-29Bibliographically approved

Open Access in DiVA

No full text in DiVA

Other links

Publisher's full textScopus

Authority records BETA

Andersen, Jon Aarum

Search in DiVA

By author/editor
Andersen, Jon Aarum
By organisation
Örebro University School of Business
In the same journal
Leadership & Organization Development Journal
Economics and Business

Search outside of DiVA

GoogleGoogle Scholar

doi
urn-nbn

Altmetric score

doi
urn-nbn
Total: 61 hits
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf