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Servant Leadership: Developments in Theory and Research 2010 ed. [Pehme köide]

  • Formaat: Paperback / softback, 237 pages, kõrgus x laius: 229x152 mm, kaal: 454 g, XVIII, 237 p., 1 Paperback / softback
  • Ilmumisaeg: 18-Aug-2016
  • Kirjastus: Palgrave Macmillan
  • ISBN-10: 1349315400
  • ISBN-13: 9781349315406
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  • Formaat: Paperback / softback, 237 pages, kõrgus x laius: 229x152 mm, kaal: 454 g, XVIII, 237 p., 1 Paperback / softback
  • Ilmumisaeg: 18-Aug-2016
  • Kirjastus: Palgrave Macmillan
  • ISBN-10: 1349315400
  • ISBN-13: 9781349315406
Servant-leadership may be the answer to the current demand for a more ethical, people-centred leadership where humility, servitude and contribution are key elements. The purpose of this book is to provide an overview of current thinking and empirical research of the determinants, underlying processes and consequences of servant leadership.

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Springer Book Archives
List of Figures and Tables
ix
Foreword x
Kent M. Keith
Acknowledgements xii
Notes on the Contributors xiii
List of Abbreviations
xviii
PART I POSITIONING SERVANT LEADERSHIP
1 Servant Leadership: An Introduction
3(8)
Dirk van Dierendonck
Kathleen Patterson
Servant leadership: history and background
4(1)
Examples of servant leadership
5(2)
Unique elements in servant leadership
7(1)
This book
8(2)
Final words
10(1)
2 Servant Leadership and Robert K. Greenleaf's Legacy
11(14)
Larry C. Spears
Robert K. Greenleaf
12(1)
The concept of servant as leader
12(1)
What is servant leadership?
13(1)
How Robert Greenleaf began his work
14(1)
Characteristics of the servant-leader
15(5)
Servant leadership in practice
20(3)
A Growing Movement
23(2)
3 Opportunities and Tensions of Servant Leadership
25(14)
Stephen Prosser
Context
26(2)
Different emphases of servant leadership
28(9)
Welcoming opportunities, addressing tensions
37(2)
4 Demystifying Servant Leadership
39(16)
Sen Sendjaya
The multidimensional nature of servant leadership
40(3)
The boundary conditions of servant leadership
43(8)
Conclusion
51(4)
PART II BECOMING THE SERVANT-LEADER
5 A Modest History of the Concept of Service as Leadership in Four Religious Traditions
55(12)
Corne J. Bekker
The current turn to spirituality and values-based leadership
55(2)
Greenleaf's counter-spirituality of service
57(2)
Max Weber's theory of religious leadership, and the concept of service and leadership in four religious traditions
59(7)
The servant-leader as prophet
66(1)
6 Servant Leadership and Love
67(10)
Kathleen Patterson
The basis of love
67(1)
Leadership and love
68(1)
Love and the case for virtue
69(3)
Servant leadership from a love perspective
72(4)
Conclusion
76(1)
7 Consciousness, Forgiveness and Gratitude: The Interior of the Servant-Leader
77(13)
Shann Ray Ferch
Choosing the right path in life
78(1)
Choosing our manner of thinking
79(3)
Choosing our character
82(2)
Choosing to become a servant-leader
84(1)
Below-the-line thinking
84(2)
Above-the-line thinking
86(2)
The nucleus of servant leadership
88(2)
8 Motivation to Serve: Understanding the Heart of the Servant-Leader and Servant Leadership Behaviours
90(15)
Kok-Yee Ng
Christine S.-K. Koh
Individual differences in leadership research
92(1)
Motivation-to-serve: a new individual difference construct
93(2)
Antecedents of motivation-to-serve
95(3)
Motivation-to-serve: a proximal antecedent of servant leadership
98(1)
The empowering climate as a situational moderator
98(1)
Integrative propositions
99(1)
Conclusion
100(5)
PART III BUILDING A SERVANT LEADERSHIP CULTURE
9 The Servant Organization
105(13)
Jim Laub
Expanding Greenleaf's concept of `Institution as servant'
105(1)
Definitions of `Servant Leadership' and `Servant Organization Model'
106(1)
Development of the Organizational Leadership Assessment
107(2)
Adding the A--P--S Mindset Model
109(1)
Organizational Leadership Assessment research and the servant organization: a summary
110(4)
Organizational Leadership Assessment servant organization model and other models on organizational culture: a comparison
114(3)
Conclusion
117(1)
10 Cross-Cultural Perspectives on Servant Leadership
118(12)
Justin A. Irving
Cultural perspectives on servant leadership
119(9)
Future directions for the study of servant leadership within the global context
128(1)
Servant leadership and cross-cultural validity
128(2)
11 Servant Leadership Learning Communities®: Incubators for Great Places to Work
130(17)
Ann McGee-Cooper
Duane Trammell
How the idea of a Servant Leadership Learning Community® came into being
130(2)
The servant leadership legacy at TDIndustries
132(3)
The spirit of LUV at Southwest Airlines
135(7)
Building sustainable servant-led organizations
142(1)
SLLC®s connect SL organizations across the globe
142(5)
PART IV SERVANT-LEADERS' INFLUENCE ON FOLLOWERS
12 Servant Leadership and Follower Need Satisfaction: Where Do We Go From Here?
147(8)
David M. Mayer
Servant leadership and follower needs
148(1)
A Theoretical Model Linking Servant Leadership and Follower Need Satisfaction
149(3)
Future directions for servant leadership research
152(2)
Conclusion
154(1)
13 Enhancing Innovation and Creativity through Servant Leadership
155(14)
Dirk van Dierendonck
Laurens Rook
What is creativity?
156(1)
Servant leadership and creativity
157(3)
A Business Case
160(1)
Mediating processes
161(3)
Conclusion
164(5)
PART V STUDYING SERVANT LEADERSHIP
14 Servant Leadership Theory: Development of the Servant Leadership Assessment Instrument
169(11)
Robert S. Dennis
Linda Kinzler-Norheim
Mihai Bocarnea
Patterson's model of servant leadership
170(2)
Developing the measure
172(1)
Current literature review
173(3)
The SLAI and other instruments: a comparison
176(2)
Conclusion
178(2)
15 The Place for Qualitative Research Methods in the Study of Servant Leadership
180(12)
Bruce E. Winston
Ethnographic studies
181(1)
The role of culture
182(1)
Critical social studies
183(1)
Phenomenological studies
183(1)
In-depth interviews
184(1)
Focus groups
185(1)
Exemplar case studies
185(1)
Grounded theory
186(2)
Observational studies in different environmental contexts
188(1)
Issues in qualitative research
189(2)
Conclusion
191(1)
References 192(22)
Index 214
CORNÉ BEKKER Associate Professor, Regent University, South Africa MIHAI C. BOCARNEA Associate Professor, Regent University, South Africa ROB DENNIS Vocational Rehabilitation Specialist, Veterans Administration Medical Centre, Ohio, USA SHANN R. FERCH Professor of Leadership, Gonzaga University, Spokake, Washington, USA JUSTIN A. IRVING Associate Academic Dean and Associate Professor, Bethel University, Minnesota, USA LINDA KINZLER-NORMHEI Veterans Industries Coordinator, Veterans Administration Medical Centre, Ohio, USA CHRISTINE KOH Associate Professor, Nanyang Technological University, Singapore JIM LAUB Dean of the MacArthur School of Leadership, Palm Beach Atlantic University, Florida, USA DAVID M. MAYER Assistant Professor, University of Michigan, USA ANN MCGEE-COOPER President, Ann McGee-Cooper& Associates, Inc. Dallas, Texas, USA KOK-YEE NG Associate Professor, Nanyang Technological University, Singapore STEPHEN PROSSER Professor of Leadership and Organization Development, University of Glamorgan, UK LAURENS ROOK Assistant Professor, Delft University of Technology, The Netherlands SEN SENDJAYA Senior Lecturer, Monash University, Melbourne, Australia LARRY C. SPEARS President& CEO, Spears Centre for Servant-Leadership, Indiana, USA DUANNE TRAMMELL Executive Vice President, Ann McGee-Cooper& Associates, Inc. Dallas, Texas, USA BRUCE WINSTON Dean of the School of Global Leadership& Entrepreneurship, Regent University, South Africa