The Effect of Servant Leadership of Church Education Ministers on Transformational Leadership, Satisfaction and Commitment of Ministry

2017 ◽  
Vol 84 ◽  
pp. 223-249
Author(s):  
Young Ju Ham
Keyword(s):  
Transformational Leadership ◽  
Servant Leadership ◽  
Church Education ◽  
Leadership Satisfaction

Teaching Leadership: Using Wonder Woman to Highlight the Importance of Gender Diversity

2018 ◽  
Vol 4 (2) ◽  
pp. 173-181 ◽  
Author(s):  
Michael J. Urick ◽  
Therese A. Sprinkle
Keyword(s):  
Transformational Leadership ◽  
Servant Leadership ◽  
Gender Diversity ◽  
Teaching Tool ◽  
Bases Of Power ◽  
Wonder Woman ◽  
Teaching Leadership

We review the film Wonder Woman as a teaching tool for leadership. The film illustrates transformational leadership, bases of power, and servant leadership while considering how gender plays into leadership. The approach we suggest is through a “movie club” activity in which the entire film is viewed, students are given prompts on what to look for, and an in-depth discussion is facilitated following viewing the movie. Wonder Woman is a useful teaching tool that engages students in ways that more traditional examples might not.

scholarly journals Organizational Leadership Styles and Employees’ Performance in Nigerian Deposit Money Banks

2021 ◽  
Vol 10 (2) ◽  
pp. 36-42
Author(s):  
Saidi Adedeji Adelekan ◽  
Patience Erigbe
Keyword(s):  
Transformational Leadership ◽  
Servant Leadership ◽  
Leadership Styles ◽  
Survey Research ◽  
Organizational Leadership ◽  
Coefficient Of Determination ◽  
Validity Index ◽  
Research Instrument ◽  
Human Endeavor ◽  
Structured Questionnaire

The concept of organizational leadership has engendered a lot of arguments. This is because the effect of leadership on every human endeavor cannot be over emphasized. This study examines the effect of organizational leadership styles, particularly transformational and servant leadership styles on deposit money banks (DMBs) employees’ performance in Nigeria. The study employs survey research design, through the administration of structured questionnaire on some selected employees of Guaranty Trust Bank, United Bank for Africa and First Bank. The research instrument was validated through content validity index, while test-retest method was employed in ascertaining the reliability of the research instrument. The findings revealed that transformational leadership and servant leadership styles have positive and significant combined effect on deposit money banks employees’ performance (F-stat= 58.02 *0.000). The adjusted coefficient of determination (adjusted R2) suggested that, 39.4% variation in employees’ performance is accounted for by transformational leadership and servant leadership styles. The t-value revealed that when the two variables (transformational leadership and servant leadership styles) are combined, they both have positive and significant effect on deposit money banks employees’ performance. Therefore, it can be concluded that transformational leadership and servant leadership styles both have individual as well as combined positive and significant effect on deposit money banks employees’ performance.

scholarly journals The Role of Servant Leadership and Transformational Leadership in Academic Pharmacy

2016 ◽  
Vol 80 (7) ◽  
pp. 113 ◽  
Author(s):  
George P. Allen ◽  
W. Mark Moore ◽  
Lynette R. Moser ◽  
Kathryn K. Neill ◽  
Usha Sambamoorthi ◽  
...  
Keyword(s):  
Transformational Leadership ◽  
Servant Leadership

scholarly journals The role of transformational leadership, servant leadership, digital transformation on organizational performance and work innovation capabilities in digital era

2021 ◽  
Vol 7 (2) ◽  
pp. 225
Author(s):  
Bestadrian Prawiro Theng ◽  
Elyzabeth Wijaya ◽  
Juliana Juliana ◽  
Eddy Eddy ◽  
Ali Syah Putra
Keyword(s):  
Transformational Leadership ◽  
Data Analysis ◽  
Servant Leadership ◽  
Organizational Performance ◽  
Structural Equation ◽  
Quantitative Methods ◽  
Digital Transformation ◽  
Equation Modeling ◽  
Digital Era

The purpose of this study is to analyze the relationship between Transformational Leadership, Servant Leadership, Digital Transformation on Organizational Performance and Work Innovation Capabilities. In this study using quantitative methods and data analysis techniques Structural Equation Modeling (SEM) using SmartPLS 3.0 software. This research was conducted in the population in this study were all SMEs in Tangerang City as many as 41,155 SMEs and based on the method of determining the number of samples according to Morgan, the sample units were 380 SMEs. Based on the results of data analysis transformational leadership has a significant effect on Organizational Performance, transformational leadership has no significant effect on Work Innovation Capabilities, servant leadership has a significant effect on Organizational Performance, servant leadership has no significant effect on work innovation capabilities, digital transformation has no significant effect on organizational performance, digital Transformation has no significant effect on Work Innovation Capabilities, organizational performance has no significant effect on work innovation capabilities, transformational Leadership has no significant effect on Organizational Performance through Work Innovation Capabilities, Servant Leadership has no significant effect on Organizational Performance through Work Innovation Capabilities, digital transformation has no significant effect significant to the Organizational Performance through Work Innovation Capabilities.

Same difference? Exploring the differential mechanisms linking servant leadership and transformational leadership to follower outcomes

2014 ◽  
Vol 25 (3) ◽  
pp. 544-562 ◽  
Author(s):  
Dirk van Dierendonck ◽  
Daan Stam ◽  
Pieter Boersma ◽  
Ninotchka de Windt ◽  
Jorrit Alkema
Keyword(s):  
Transformational Leadership ◽  
Servant Leadership

Do Ethical, Authentic, and Servant Leadership Explain Variance Above and Beyond Transformational Leadership? A Meta-Analysis

2016 ◽  
Vol 44 (2) ◽  
pp. 501-529 ◽  
Author(s):  
Julia E. Hoch ◽  
William H. Bommer ◽  
James H. Dulebohn ◽  
Dongyuan Wu
Keyword(s):  
Transformational Leadership ◽  
Servant Leadership ◽  
Ethical Leadership ◽  
Authentic Leadership ◽  
Meta Analysis ◽  
Future Research ◽  
Positive Leadership ◽  
Wide Range ◽  
Emerging Leadership ◽  
Meta Analyses

This study compares three emerging forms of positive leadership that emphasize ethical and moral behavior (i.e., authentic leadership, ethical leadership, and servant leadership) with transformational leadership in their associations with a wide range of organizationally relevant measures. While scholars have noted conceptual overlap between transformational leadership and these newer leadership forms, there has been inadequate investigation of the empirical relationships with transformational leadership and the ability (or lack thereof) of these leadership forms to explain incremental variance beyond transformational leadership. In response, we conducted a series of meta-analyses to provide a comprehensive assessment of these emerging leadership forms’ relationships with variables evaluated in the extant literature. Second, we tested the relative performance of each of these leadership forms in explaining incremental variance, beyond transformational leadership, in nine outcomes. We also provide relative weights analyses to further evaluate the relative contributions of the emerging leadership forms versus transformational leadership. The high correlations between both authentic leadership and ethical leadership with transformational leadership coupled with their low amounts of incremental variance suggest that their utility is low unless they are being used to explore very specific outcomes. Servant leadership, however, showed more promise as a stand-alone leadership approach that is capable of helping leadership researchers and practitioners better explain a wide range of outcomes. Guidance regarding future research and the utility of these three ethical/moral values–based leadership forms is provided.

scholarly journals Optimistic Leadership for the 21st Century and Beyond

2021 ◽  
Vol 14 (2) ◽  
Author(s):  
Vincent Techo
Keyword(s):  
Transformational Leadership ◽  
Servant Leadership ◽  
21St Century ◽  
Visionary Leadership ◽  
Leadership Theory ◽  
Distance Decay ◽  
Leadership Theories ◽  
Global Organizations ◽  
Differentiated Leadership ◽  
Leadership Approaches

This paper proposes a future-driven leadership theory — the optimistic leadership theory — suitable for leading global organizations in the 21st century and beyond. The author argues that a new leadership approach is needed for these organizations due to the complexities that come with globalization, including the high need for knowledge and experience, distance decay, and cultural amalgamation. Five leadership approaches (Visionary Leadership, Differentiated Leadership, Servant Leadership, Flexible Leadership, and Reflective Leadership) are identified as the components of optimistic leadership. Following a review of the rare literature on these five leadership approaches, they are found to constitute the best determinants of successful future-driven leadership. There is an overlap of some approaches and some are within other leadership theories such as transformational leadership. A model of optimistic leadership is suggested, and a test based on the variables is proposed.

scholarly journals “Perfect Leader, Perfect Leadership?” Linking Leaders’ Perfectionism to Monitoring, Transformational, and Servant Leadership Behavior

2021 ◽  
Vol 12 ◽  
Author(s):  
Kathleen Otto ◽  
Hannah V. Geibel ◽  
Emily Kleszewski
Keyword(s):  
Transformational Leadership ◽  
Servant Leadership ◽  
Interpersonal Relationships ◽  
Leadership Behavior ◽  
Negative Relationship ◽  
Opposite Pattern ◽  
Socially Prescribed Perfectionism ◽  
Monitoring Behavior ◽  
Relationship Of ◽  
The Relationship

Despite the growing interest in perfectionism and its many facets, there is a lack of research on this phenomenon in the context of leadership. Attending to this deficit, the present study is the first to investigate the relationship between the three facets of perfectionism (self-oriented, socially prescribed, and other-oriented perfectionism) and three types of self-rated leadership behavior. In Study 1 (N = 182), leaders’ perfectionism and its association to their organizational, goal-oriented leadership behavior—self-rated as transactional (management by exception) and transformational leadership—is explored. In Study 2 (N = 185), the relationship of leaders’ perfectionism to their servant leadership as a people-centered leadership behavior is investigated. In line with the perfectionism social disconnection model (PSDM), we assume other-oriented and socially prescribed perfectionism to be positively related to management by exception (i.e., monitoring behavior) and negatively related to transformational and servant leadership, whereas the opposite pattern is primarily predicted for self-oriented perfectionism. Our findings in Study 1 reveal a negative relationship between leaders’ self-oriented perfectionism as well as positive relationships to their other-oriented and socially prescribed perfectionism in management by exception, while no substantial correlations with transformational leadership have emerged. In Study 2, a negative association between other-oriented perfectionism and the forgiveness dimension of servant leadership is revealed, indicating a possible barrier to building interpersonal relationships of acceptance and trust. Additionally, self-oriented perfectionism has been proven to be a rather favorable trait in servant leadership.

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