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The philosophical foundation of servant leadership existed thousands of years ago. Servant leadership is a unique style of leadership ideology which flows against the grain of self-interest human behavior. The nature of both work and the workplace has changed drastically (Billett, 2006). The focus of leadership needs to be shifted from process and outcome to people and the future. The new challenge for management and leadership education is threefold: (a) How to develop workers and unleash their creative potentials, (b) How to create a positive workplace that will attract and retain talented knowledge workers, and (c) How to reinforce innovations and risk-taking to adapt to an uncertain future. In today's thinking about effective, productive, and enduring organizations, we can reorganize, restructure, or reengineer our organization to be more effective but it will not be successful for very long, unless change is first built on the preeminence of human resources. People and process will always be more important than tasks and organizational structure in accomplishing goals and productivity. Effective systems and processes are only effective if the people who make them work are effective. Highly motivated and well-trained human resources provide the only assurance that any organization will be effective in accomplishing its goals. Servant-leaders motivate followers through investing in them and empowering them to do their best. In this paper, servant leadership is characterized by listening, empathy, healing, awareness, persuasion, conceptualizing, foresight, stewardship, commitment to growth, and community building (Spears, 2004).

Das von Robert Greenleaf (1904-1990) entwickelte Führungsmodell "Servant Leadership" (dienend führen) wurde von zahlreichen Autoren moderner Managementliteratur vor allem im nordamerikanischen Kontext aufgenommen und weiterentwickelt. Erfolgreiche Wirtschaftsunternehmen haben die Ideen des "Servant Leadership" in ihr Führungsmodell übernommen. Die Grundidee Greenleafs, dass eine Führungskraft zuallererst "Diener" und erst dann "Leiter" sein soll, findet zu Beginn des 21. Jahrhunderts auch im europäischen Kontext zunehmend Eingang in Führungs- und Managementkonzepte. Der mit der diakonischen Tradition nicht nur vordergründig gemeinsame Begriff "Dienen" bietet den Ansatzpunkt für die Untersuchung, ob und in welcher Hinsicht "Servant Leadership" als Führungsleitbild in diakonischen Unternehmen hilfreich sein kann. Die unternehmensethische Aufnahme und Konkretisierung des Modells für den Kontext diakonischer Unternehmen führen zu einem neuen Führungsmodell, das sich an den Ansprüchen der Stakeholder und am Kriterium der Lebensdienlichkeit des unternehmerischen Handelns orientiert. Dr. Mathias Hartmann ist Rektor der Diakonie Neuendettelsau.

Purpose
The purpose of this paper is to provide a comprehensive overview of the literature concerning servant leadership. The paper identifies the existing themes present within the servant leadership literature. This allows it to determine where the research concerning servant leadership lies at present and make recommendations as to further potential areas for research. It further identifies the skills necessary for servant leadership.


Design/methodology/approach
The paper follows a rigorous three-step systematic literature review (SLR) process to identify the relevant evidence to answer the research questions. The paper disseminates the results and presents them by way of a descriptive analysis. It also conducts a thematic analysis to further determine answers to the research questions.


Findings
The paper found that the most prominent themes in the servant leadership literature are values, literature reviews, behaviour, assessments, performance, characteristics and antecedents. Additionally, the paper finds that the skills necessary for servant leadership are empathy, listening, communication and trust. The review also identified gaps in the research both methodologically and empirically. It showed that more qualitative research is needed with regard to servant leadership. Furthermore, the development of empirically tested frameworks is necessary within the phenomenon.


Originality/value
Servant leadership is a phenomenon which is lacking in a reliable, validated SLR, which this paper presents. Additionally the originality of this paper lies in its recommendations for further research which are based upon the findings of a thematic analysis. As of yet, such recommendations have not yet been made within the field of servant leadership.

This reference work offers comprehensive perspectives on servant leadership. Featuring a cadre of leading world-class scholars, practitioners, and contributing authors from diverse fields of inquiry, it aims to collate research on servant leadership with a particular focus on its moral and spiritual dimensions.It is divided into sections that center on topics such as character, philosophical influences, diversity and inclusion, critiques of servant leadership as well as examples of servant leaders Though first introduced in the 1970 by Robert Greenleaf, the field of servant leadership is still lacking consensus on a definition and a theoretical framework. The goal of this reference work is to begin to fill this gap by assembling the scholarship of the top scholars in this field and providing a go-to source for information on the theory and practice of servant leadership. This handbook will serve as an essential resource for researchers, scholars, and students of organizational behavior, human resource management, and business ethics, as well as consultants and business leaders interested in discovering the best leadership models to suit contemporary organizations.

Building on the original writings of Robert K. Greenleaf, this edited collection provides new insights into servant leadership theory and broadens the conceptual framework with a developmental perspective on modern organisations. Bringing together a group of active servant leadership researchers and practitioners from around the world, this book applies Greenleaf's original ideas to current challenges within today's businesses. The authors explore theoretical topics such as purposefulness, compassion, personal growth and mindfulness, as well as providing practical models for implementing a servant leadership culture within organisations, with a particular focus on public administration and the health care industry.

This qualitative case study explores whether Eagle Scouts are servant leaders. Eagle Scout is the highest rank in the Boy Scouts of America. Only five percent of all boys who join Scouting attain Eagle, a mere one tenth of one percent of all boys this age in the United States. Despite this, Eagle Scouts are found in much higher percentages among astronauts, in the military academies, and in Congress. Sendjaya, Sarros, and Santora's (2008) model is used to measure six characteristics of servant leadership. Narrative and phenomenological research are conducted through personal interviews by the author and from Townley (2007). Recommendations are given for further investigation into Eagle Scouts and servant leadership.

The purpose of this study was to analyze the internal reliability, convergent and discriminant validity of the Servant Leadership Survey (SLS). Exploratory factor analysis of the SLS found that 5 of the 9 servant leadership scales were supported. Additional exploratory factor and correlational analyses were performed using the Servant Leadership Survey, Multifactor Leadership Questionnaire (MLQ) and the Leader Behavior Description Questionnaire (LBDQ). The participants in this study consisted of 128 graduate students enrolled in a leadership program in San Antonio, Houston, and Harlingen, Texas who completed the MLQ, LBDQ and the SLS. All participants were employed full time in a variety of organizations including for profit, non-profit and government organizations. Overall findings indicate that although all three instruments likely share an overarching leadership factor, the courage, forgiveness, humility and authenticity scales from the SLS are likely measuring a different aspect of leadership than those of the MLQ and LBDQ.

AbstractThis study examines the mechanics of servant leadership, particularly how it enhances organizational citizenship and how that drives organizational effectiveness. A case study of three successful Catholic parishes identified three direct leadership mechanisms—invitation, inspiration, and affection—that evoke and nurture the service of others. The case analysis also identified two organizational leadership mechanisms—culture building and structural initiatives—through which servant leaders fostered organizational citizenship. This study contributes to an understanding of organizational effectiveness by suggesting how leaders might foster the growth and development of others, build servant‐oriented organizations, and improve overall organizational performance.

"This book explores the concept of rethinking the leader-subordinate relationship structure through the dissolution of an authoritarian leadership style, supporting current and future leaders through relevant discussions on methodologies and tools on servant leadership for use by business managers, executives, scholars, and upper-level students"--

This dissertation is an initial exploration of the meaning of service in leadership as it was understood and articulated by four educational leaders who were reputed to be servant leaders. Although all the informants worked within the field of education, the research is informed by writers from a variety of perspectives such as business, education, politics, religion, and psychology. Nominations of suitable candidates were received from leaders of provincial organizations in the arts community, the public school system, the private school system, and religiously affiliated colleges. One informant from each area was then randomly selected and invited to participate. As the tentative themes emerged from the observations and interviews, they were taken into account in the subsequent research design and questions. This iterative design was used to clarify each informant's thinking about service within leadership. The questions probed the informants' motivation in leadership, their self-interests, their view of a "better society", their handling of power and position, and their relationships with other people. The data were qualitatively analysed and the emerging themes for individual informants described. I have identified four overall themes: First, the concept of servant leadership was illustrated in my informants' actions and beliefs and is helpful in understanding and describing how they related to their work. Second, my informants' service stemmed from their characters which were shaped by their individual experiences and choices. They were unique people who had found a way to know themselves, their interests, their abilities; and a way to work together with other people to benefit a larger ideal. Third, my informants were guided by dedication to an ideal which went beyond themselves and had a greater importance han any single individual. Finally, my informants related to their followers as equals in that they recognized a mutual search for meaning, they shared mundane tasks, and they brought their position ...