Servant Leadership Styles as a Challenge to Develop Innovation in Resilient Environments

2022 ◽  
pp. 130-153
Author(s):  
José G. Vargas-Hernández ◽  
Muhammad Mahboob Ali
Keyword(s):  
Servant Leadership ◽  
Leadership Styles ◽  
Collective Consciousness ◽  
Internal Dynamics ◽  
Current Challenge ◽  
Survival And Growth ◽  
Intelligent Organizations

The current challenge for the survival and growth of companies is the appropriation of innovation in all its senses, the generation of propitiate resilient environments, the innovation philosophy acquisition into action, and improve internal dynamics and cohesion through a comparison of leadership styles oriented by the motivation to serve as a servant leadership. This chapter analyses the relevance of the culturally intelligent organizations to carry out innovation. Likewise, the styles of servant leadership and administration that generate a collective consciousness tend to create innovation and more resilient environments.

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.

Effects of emerging leadership styles on engagement – a mediation analysis in a military context

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Antonia Ruiz Moreno ◽  
María Isabel Roldán Bravo ◽  
Carlos García-Guiu ◽  
Luis M. Lozano ◽  
Natalio Extremera Pacheco ◽  
...  
Keyword(s):  
Servant Leadership ◽  
Leadership Styles ◽  
Employee Engagement ◽  
Leadership Style ◽  
Authentic Leadership ◽  
Proactive Personality ◽  
Military Leaders ◽  
Content Type ◽  
The Military ◽  
The Relationship

PurposeThis paper aims to report the findings of a study examining the relationship between different leadership styles and engagement through the mediating role of proactive personality.Design/methodology/approachServant leadership, paradoxical leadership, authentic leadership, employee engagement and proactive personality were assessed in an empirical study based on a sample of 348 military personnel in Spain. The questionnaire data were analyzed through SEM using EQS and bootstrapping analysis using the PROCESS macro for SPSS.FindingsThe results reveal that servant leadership style in officers partially impacts their cadets' engagement through proactive personality but that authentic and paradoxical leadership styles do not mediate the relationship. The authors also verify a direct relationship between proactive personality and engagement.Practical implicationsThe study implications advance the literature on leadership in emphasizing new leadership styles to increase proactive personality and engagement in the military context. This study verifies the importance of military leaders fostering servant leadership as an antecedent of proactive personality. Finally, the authors show that servant leadership partially impacts engagement through proactive personality.Originality/valueThis study explores the relationship among servant, paradoxical and authentic leadership styles, proactive personality, and engagement – relationships that have not been explored theoretically and tested empirically in the military context.

scholarly journals Leadership styles and relational energy: Do all leaderships styles generate and transmit equal relational energy?

2018 ◽  
Vol 49 (1) ◽  
Author(s):  
Okechukwu E. Amah
Keyword(s):  
Servant Leadership ◽  
Leadership Styles ◽  
Leadership Style ◽  
Scenario Analysis ◽  
Experimental Methodology ◽  
Master Of Business Administration ◽  
Leadership Positions ◽  
Leadership Selection ◽  
Significant Difference ◽  
And Training

Background: Despite the espoused importance of relational energy, and the fact that it is generated in interaction between leaders and their subordinates, little is known about which leadership style generates the highest relational energy.Objectives: The purpose of this study was to determine if there are differences in the levels of relational energy generated and transmitted when employees interact with leaders who exhibit autocratic, transactional, transformational and servant leadership styles.Method: The study utilised scenario-based experimental methodology to gather data. Five leadership experts reviewed the description of each leadership style prior to use in the study. A pilot study was carried out with 40 executive education participants to establish that the description of each leadership style was different and identifiable by non-experts. Fifty-two executive Master of Business Administration (MBA) participants from various organisations in six industries in Lagos, Nigeria, provided data for the scenario analysis. To avoid errors, the data for each style were collected separately. Data analysis was performed using analysis of variance and Tukey’s honest significant difference test.Results: The results of the scenario analysis showed that indeed there is a difference in the relational energy generated when employees interact with different leadership styles.Conclusion: The results have practical implications for the selection and training of individuals to be placed in leadership positions. Leadership selection and training must emphasise servant leadership. This is the first study to empirically establish that different leadership styles generate and transmit different levels of relational energy during interaction with employees.

Handling Variation in Work Ethics and Values Across Generations in Nigeria

2020 ◽  
pp. 231-262
Author(s):  
Okechukwu Ethelbert Amah
Keyword(s):  
Empirical Study ◽  
Servant Leadership ◽  
Leadership Styles ◽  
Generational Differences ◽  
Leadership Characteristics ◽  
Generational Cohorts ◽  
Servant Leaders ◽  
Work Ethics ◽  
Empirical Results ◽  
Work Assignment

The chapter attempts to identify the generational cohorts operating in organizations in Nigeria and their unique work ethics through the use of empirical study to confirm the identified unique generational work ethics. This empirical study using samples from Nigeria established that there are generational differences in work ethics, but only in the means of carrying out work. The generational cohorts agree on the end of all work assignment. The chapter argued that differences in means to work, if effectively managed, will lead to innovations which would produce future wealth. After reviewing various leadership styles, the chapter concluded that servant leadership is superior to others based on empirical results which show its superiority. The chapter recommended that organizations must use servant leadership characteristics as the criteria for recruiting and promoting leaders in multi-generational workforce. The characteristics of servant leaders can be learned since they are not hereditary.

Linking leadership styles to communication competency and work engagement: evidence from the hotel industry

2022 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Md Karim Rabiul ◽  
Faridahwati Mohd Shamsudin ◽  
Tan Fee Yean ◽  
Ataul Karim Patwary
Keyword(s):  
Servant Leadership ◽  
Leadership Styles ◽  
Transactional Leadership ◽  
Work Engagement ◽  
Structural Equation ◽  
Equation Modeling ◽  
Mediation Effects ◽  
Content Type ◽  
Communication Competency ◽  
Pls Analysis

PurposeThis study examines the mediation effects of leaders' communication competency in the link between leadership styles (i.e. servant and transactional leadership) and employees' work engagement.Design/methodology/approachCross-sectional survey data from 392 employees in 33 hotels in Bangladesh were collected. To analyze the data, structural equation modeling was adopted, and partial least squares (PLS) analysis was used.FindingsResults of PLS analysis revealed that servant leaders and leaders' communication competency positively influence employees' work engagement. In boosting employees' work engagement, communication competency is an important tool for servant leadership but not for transactional leadership.Practical implicationsHoteliers and managers may want to adopt a servant leadership style and develop effective leadership communication skills to increase employees' engagement at work.Originality/valueThis study introduces communication competency as a mediating mechanism between leadership styles and work engagement in the hospitality industry.

Autocratic, Transactional, and Servant Leadership in Japan, France, and Mexico

2020 ◽  
pp. 101-133
Author(s):  
Cynthia Maria Montaudon-Tomas ◽  
Ivonne M. Montaudon-Tomas ◽  
Yvonne Lomas-Montaudon
Keyword(s):  
Servant Leadership ◽  
Organizational Behavior ◽  
Leadership Styles ◽  
Cultural Differences ◽  
Leadership Style ◽  
Theoretical Study ◽  
Global Leadership ◽  
Multiple Perspectives ◽  
Cross Culture ◽  
Culture Study

A theoretical study was conducted based on three different leadership styles: autocratic, transactional, and servant. The most relevant characteristics of each leadership style were summarized. A cross-culture study was proposed considering three countries from diverse clusters according to the Global Leadership and Organizational Behavior Effectiveness Project (GLOBE). Each culture was analyzed separately, and relevant statistics were presented as elements for comparison. Different models and tools to evaluate cultural differences were used to create a multiple perspectives overview. Information from the three leadership styles was used to further determine whether those styles fit the cultural descriptions in order to establish the most frequent and suitable leadership styles in the selected countries and to understand how leadership styles can vary from region to region.

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