Project Title: Exploring the impact of Servant Leadership on Organizational Performance

 

 

 

 

 

Problem Statement: The present study aims to ascertain the role of SL style in influencing the firm’s performance. It is postulated that the impact of SL style is positive on firm’s performance. The study would employ quantitative research design based on a conceptual framework. The conceptual framework used in the study would be based on the extensive review of literature on the subject.

 

 

 

Annotated Bibliography

  1. Smith, C. (2005). Servant leadership: The leadership theory of Robert K. Greenleaf. Management Information Organization.

The study by Smith (2005) has examined the basic tenets of the servant-leadership theory as proposed by Greenleaf way back in the year 1970. The study will be particularly useful in my research as it yields a theoretical framework that provide a review of the various attributes and values that have been exhibited by servant leaders and put up a case for the primary motivation and service-role as the significant traits of service leaders. It makes a cross comparison of servant leadership with transformational style of leadership to enhance the comprehension of the subject in great depth. The review also furnishes a fictional application of servant-leadership style in the context of an information organization yielding a formalization and substantiation to foster research in this direction further.

  1. Schwepker, C. H., & Schultz, R. J. (2015). Influence of the ethical servant leader and ethical climate on customer value enhancing sales performance. Journal of Personal Selling & Sales Management, 35(2), 93-107.

The study by Schwepkra and Schultzb (2015) discusses servant leadership in conjugation with ethical leadership style, in the development of a caring ethical climate so as to ascertain their impact on the performance of the salesperson characterized by their value enhancing behavior as well as in extending these ethical notions to the customers. It also examines the impact of SL style in influencing the sales performance. The study emphasizes upon the growing use of sales ethics research and the emergence of the servant-leadership as a critical leadership style in recent years that has been impacting the level of ethics in an organization, the fit between person and organization, organizational commitment, the turnover intention as well as the creation of customer value. The study furnishes evidence of 279 salespeople from a business-to-business population.

  1. Chen, Z., Zhu, J., & Zhou, M. (2015). How does a servant leader fuel the service fire? A multilevel model of servant leadership, individual self identity, group competition climate, and customer service performance. Journal of Applied Psychology, 100(2), 511.

The study by Chen et al. (2015) is a recent study that uses a multivariable model based on a social identity framework for explaining the impact of the SL style of managers on the service performance of the frontline employees. The study has enumerated the construct of service performance as a cross-level process composed of the service quality attributes, the customer-focused citizenship behavior as well as customer-oriented pro-social behavior. The study utilizes an empirical evidence of 238 hairstylists along with 470 customers compiled over thirty salons to ascertain the impact of the SL style of the salon managers on the service performance of the hairstylists. The study found that the self-identity of the hair stylists embedded in their group in terms of their group identification and self-efficacy served as a mediator, though partially in this relationship. In addition to this, the study yields significant evidence for the positive effect of group competition climate by strengthening the relationship across self-efficacy and service performance. The study is quite useful for comprehending interlinks between the various constructs entwined closely with SL style and in developing the conceptual framework for the present study.

  1. Peterson, S. J., Galvin, B. M., & Lange, D. (2012). CEO servant leadership: Exploring executive characteristics and firm performance. Personnel Psychology, 65(3), 565-596.

The study by Peterson et al. (2012) yields an empirical evidence to establish the relationships between SL style of chief executive officers, their founder status, attributes like narcissism and construct of organizational identification with the performance of the firm. The study considers multi-period sample comprising of 126 CEOs working in reputed organizations dealing with technology to state that the association between CEO narcissism and SL style is negative while that between SL style and founder status was positive. In addition to this, organizational identification acted as a significant mediating variable in the relationship between SL style and narcissism and founder status. The study found that CEO SL style served as a significant predictor for firm performance enumerated in terms of ROA. The study will be particularly useful for augmenting the comprehension of predictors and consequences of SL style for the academicians, researchers and industry practitioners to deal with the issues of adverse or selfish leadership behaviors exhibited by executives utilizing the various advantages of SL style to attain organizational goals.

  1. de Waal, A., & Sivro, M. (2012). The relation between servant leadership, organizational performance, and the high-performance organization framework.Journal of Leadership & Organizational Studies, 19(2), 173-190.

The study by de Waal and Sivro (2012) has also attempted to explore the evidence for the relationship between SL style and organizational performance based on the empirical evidence from the high-performing organizations. The study exhibits that the SL style tends to impact the several mediating variables positively thereby yielding an influence on organizational performance. The HPO framework used in the study utilizes a sample of 116 managers and employees to show the inconsistency of the role of SL in influencing organizational performance.

  1. Parris, D. L., & Peachey, J. W. (2013). A systematic literature review of servant leadership theory in organizational contexts. Journal of business ethics, 113(3), 377-393.

The study examines the research pertaining to ethics, virtues, and morality related with SL style across various contexts, cultures, and themes through a systematic literature review of 39 studies to derive the assertions that there is no unanimously agreed definition of servant leadership and to trace the multiple measures used to study servant leadership. The study exhibits that SL style plays an instrumental role in improving the organizational well-being. The study is significant for the present research by yielding a better comprehension of SL theory.

  1. Choudhary, A. I., Akhtar, S. A., & Zaheer, A. (2013). Impact of transformational and servant leadership on organizational performance: A comparative analysis.Journal of business ethics, 116(2), 433-440.

The study by Choudhary et al. (2013) makes a cross examination of the influence of two leadership styles namely SL style and transformational style on the outcomes defining the organizational performance on the basis of 155 subjects chosen from profit-oriented service sector in Pakistan. The study is quantitative in nature and analyzes the survey data using statistical software AMOS and SPSS. The findings of the study depict that the impact of transformational leadership on organizational learning is more significant than SL style, which in turn yields a positive influence on organizational performance. The study is useful to understand the link between leadership styles and organizational performance.

  1. Barbuto, J. E., & Wheeler, D. W. (2006). Scale development and construct clarification of servant leadership. Group & Organization Management, 31(3), 300-326.

The study has identified eleven potential dimensions to enumerate servant leadership namely “calling, listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, growth, and community building” using the confirmatory factor analysis procedure. These eleven dimensions eventually reduced to a set of five SL factors including “altruistic calling, emotional healing, persuasive mapping, wisdom, and organizational stewardship” showing strong associations with transformational leadership factors namely, “leader-member exchange, extra effort, satisfaction, and organizational effectiveness”. The study by Barbuto and Wheeler (2006) would help in the scale development for enumerating the construct of Servant Leadership in the present study.

Besides, there are two books that will also be referred for the study. These yield great insights for building the conceptual framework to be examined in the present study.

  1. Liden, R. C., Panaccio, A., Meuser, J. D., Hu, J., & Wayne, S. (2014). 17 Servant Leadership: Antecedents, Processes, and Outcomes.The Oxford handbook of leadership and organizations, 357.
  2. Panaccio, A., Donia, M., Saint-Michel, S., & Liden, R. C. (2015). 16. Servant leadership and wellbeing.Flourishing in Life, Work and Careers: Individual Wellbeing and Career Experiences, 334

 

 

References

Barbuto, J. E., & Wheeler, D. W. (2006). Scale development and construct clarification of servant leadership. Group & Organization Management, 31(3), 300-326.

Chen, Z., Zhu, J., & Zhou, M. (2015). How does a servant leader fuel the service fire? A multilevel model of servant leadership, individual self identity, group competition climate, and customer service performance. Journal of Applied Psychology, 100(2), 511.

Choudhary, A. I., Akhtar, S. A., & Zaheer, A. (2013). Impact of transformational and servant leadership on organizational performance: A comparative analysis.Journal of business ethics, 116(2), 433-440.

de Waal, A., & Sivro, M. (2012). The relation between servant leadership, organizational performance, and the high-performance organization framework.Journal of Leadership & Organizational Studies, 19(2), 173-190.

Liden, R. C., Panaccio, A., Meuser, J. D., Hu, J., & Wayne, S. (2014). 17 Servant Leadership: Antecedents, Processes, and Outcomes. The Oxford handbook of leadership and organizations, 357.

Panaccio, A., Donia, M., Saint-Michel, S., & Liden, R. C. (2015). 16. Servant leadership and wellbeing. Flourishing in Life, Work and Careers: Individual Wellbeing and Career Experiences, 334

Parris, D. L., & Peachey, J. W. (2013). A systematic literature review of servant leadership theory in organizational contexts. Journal of business ethics, 113(3), 377-393.

Peterson, S. J., Galvin, B. M., & Lange, D. (2012). CEO servant leadership: Exploring executive characteristics and firm performance. Personnel Psychology, 65(3), 565-596.

Schwepker, C. H., & Schultz, R. J. (2015). Influence of the ethical servant leader and ethical climate on customer value enhancing sales performance. Journal of Personal Selling & Sales Management, 35(2), 93-107.

Smith, C. (2005). Servant leadership: The leadership theory of Robert K. Greenleaf. Management Information Organization.