Individual Wellbeing and Career Experiences
Edited by Ronald J. Burke, Kathryn M. Page and Cary Cooper
Chapter 16: Servant leadership and wellbeing
Servant leadership characterizes leaders who have a motivation to serve, and put the needs of others, outside and within the organization, above their own (Greenleaf, 1970, 1977). In the past few years, this leadership style has received an increasing amount of attention from scholars, possibly in response to a perception that some leaders’ self-serving behaviours were the source of ethically questionable decisions, unsustainable business practices and abusive behaviour towards followers (Liden, 2010). The development of psychometrically sound measures, such as scales developed by Liden et al. (2008) and by Van Dierendonck and Nuijten (2011), has also likely contributed to the growing body of servant leadership research being published in top academic journals (e.g., Ehrhart, 2004; Liden et al., 2008; Neubert et al., 2008; Walumbwa et al., 2010; Hu and Liden, 2011; Schaubroeck et al., 2011; Van Dierendonck, 2011; Peterson et al., 2012; Liden et al., 2014b). Recent endeavours have provided comprehensive reviews of the academic literature on servant leadership (Parris and Peachey, 2013; Van Dierendonck, 2011) and proposed a general theoretical model of the antecedents and outcomes of servant leadership, as well as underlying processes through which it may operate (Liden, 2014a). Substantial effort has been devoted to examining the implications of servant leadership for organizational success and performance, or variables likely to influence success and performance, such as leader effectiveness.
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