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Leadership serviteur

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Le concept du leader serviteur fut popularisé, au début des années 1970, par Robert K. Greenleaf (1904-1990). Il s’agit d’un leadership éthique qui se veut une critique du leadership autoritaire, préconisé par Frederick W. Taylor et prévalant aux USA, au début de son industrialisation. L'attitude vertueuse des leaders serviteurs, basée sur l'humilité, la gratitude, le pardon et l'altruisme, donne lieu à d'autres comportements comme l'autonomisation (empowerment) et l'intendance.

Le leadership au service des autres

Les définitions classiques du leadership ont principalement porté sur les processus d'influence des leaders. Le leadership serviteur, comme son nom l'indique, est une approche qui encourage une personne dépositaire de l'autorité d'aborder une tâche avec un désir de servir ses suiveurs, comme sa première préoccupation. Cela signifie que les leaders se renseignent sur les besoins des suiveurs qu'ils sont alors prêts à satisfaire, à nourrir, à défendre, et à leur donner des moyens de devenir eux-mêmes des leaders serviteurs. Robert Greenleaf, l'initiateur du leadership serviteur, recommande l'adoption de l'impératif catégorique kantien, qui stipule qu'un leader doit faire ce qui est juste, peu importe le coût. Par exemple, même quand cela n'est pas dans l'intérêt financier de l'organisation, les leaders doivent envisager la responsabilité sociale comme l'un de leurs objectifs majeurs. Le leadership serviteur suit une évolution organique car le leader inspire les suiveurs tout autant qu'eux-mêmes, ce qui implique que les suiveurs deviennent peu à peu des leaders serviteurs, amenant un plus grand nombre d'agents moraux dans la société.

Le leader suiveur laisse de côté l’utilisation abusive du pouvoir et des relations strictement hiérarchiques tout en se focalisant sur l’atteinte d’objectifs profitables pour l’organisation. Le leader est un intendant (stewardship) des ressources de l’organisation et son rôle est de développer ces ressources. Robert Greenleaf, dans son essai de 1970, «Le Serviteur en tant que leader», décrit les leaders serviteurs comme des individus ayant une propension naturelle à servir. Ces personnes font un choix conscient pour servir plutôt que de rechercher un gain de puissance ou d'acquérir des biens matériels. Le principe de base du leadership de service est de donner la priorité à l'intérêt des autres. De cette façon, l’importance d’un leader ne se mesure pas en fonction des individus qui le suivent, soit en indice quantitatif ou soit sur le plan de l'efficacité mais plutôt par rapport aux personnes qu’il sert et dont il impacte la vie. Pour Robert Greenleaf, les grands leaders sont avant tout motivés pour aider et donc servir les autres.

Les leaders favorisant le style de leadership serviteur reconnaissent et admettent que la force d'une organisation repose sur ses membres, ainsi, ils vont se consacrer à la satisfaction des besoins, dans la mesure du possible, de leurs employés. Comme Robert B. Cunningham (2001) l'affirme, un leader ne peut réussir que si l'adepte servi est considérée comme une personne pleine et entière. En retour, les employés consacrent leurs efforts à s'assurer que les buts du leader, liés à ceux de l'organisation, soient atteints aussi efficacement que possible. Le leader en utilisant le style serviteur exploite la puissance ou la responsabilisation de ses employés. Comme l'a déclaré Robert Greenleaf, être étiqueté comme un leader serviteur, exige de répondre positivement aux questions suivantes : "Est-ce que ceux qui sont servis s'épanouissent comme des personnes autonomes, tout en étant servis, deviennent-ils plus sains, plus sages, plus libres, plus autonomes, plus susceptibles de devenir eux-mêmes des serviteurs ?". Robert Greenleaf (1970) insiste sur la nature bienveillante des leaders serviteurs pour répondre aux besoins prioritaires des salariés servis autant que pour les autres membres moins favorisés de la société au sens large.

Max De Pree, ancien PDG de la société Herman Miller et auteur de plusieurs livres à succès sur le leadership, s'est penché aussi sur la façon de gérer les affaires d'une manière non traditionnelle, en dirigeant son attention sur les associations et sur la façon dont les leaders font ressortir le meilleur chez leurs membres. "Diriger sans pouvoir : Trouver l'espoir en servant la communauté" ("Leading Without Power: Finding Hope in Serving Community") aborde la possibilité d'être un leader grâce à l'inspiration plutôt que par la domination en faisant une distinction entre les « organisations » et les « mouvements associatifs ».

Les qualités du leader serviteur

Les leaders serviteurs tentent de répondre à leurs organisations grâce à des caractéristiques (L. C. Spears: 1995) telles que l'écoute, l'empathie, le soin des relations, la sensibilisation, la persuasion, la conceptualisation, la prévoyance, la gérance, l'engagement envers le développement des ressources humaines, et l'engagement envers le développement communautaire.

Les principaux points forts du leadership serviteur :

  • Une réelle volonté de servir les autres et un intérêt à l'autonomisation des gens qu'ils servent
  • Une grande importance placée sur les valeurs. les leaders serviteurs restent guidées par des qualités de compassion et de passion
  • Le refus de compromis sur les principes fondamentaux
  • Une très grande attention portée à l'établissement de relations avec les personnes
  • L'utilisation du charisme personnel pour faire avancer les choses
  • Une conviction personnelle plutôt qu'un désir de statut ou de récompense
  • Un accent sur le renforcement des forces des gens plutôt que se concentrer sur ce qui est mauvais chez des gens et leurs faiblesses

J. Barbuto et D. Wheeler (2006) ont construit un modèle du leadership serviteur en identifiant cinq dimensions : la vocation altruiste, la guérison émotionnelle, la sagesse, la cartographie de la persuasion et l'intendance organisationnelle.

  • La vocation altruiste. Le leader serviteur est conscient de son choix conscient de servir les autres, et son intérêt n'est pas principalement et intentionnellement de diriger les autres. Le leader serviteur dispose à la fois du désir et de la volonté de mettre de côté son intérêt personnel afin de faire bénéficier les suiveurs de ses compétences.
  • La guérison émotionnelle représente la capacité d'un individu à fournir un soutien émotif quand un autre individu échoue dans une tâche, un projet ou dans une relation. Il s'agit non seulement d'une qualité "curative" mais aussi d'une compétence à maintenir, à prévoir et à soutenir la stabilité émotionnelle pour l'organisation entière. Le leader serviteur reconnait quand et comment favoriser le processus de guérison chez les autres.
  • La sagesse. Le leader serviteur est en mesure de surveiller son environnement, de comprendre les implications des événements et d'anticiper les conséquences de ses actes. Il sait faire des choix altruistes utiles par la meilleure décision possible à un moment donné.
  • La cartographie de la persuasion. Les comportements d'influence rationnelle sont plus efficaces que les tactiques d'influence de pouvoir. Les leaders qui utilisent la cartographie persuasive sont capables de cartographier et de conceptualiser les problèmes avec une plus grande possibilité de réussite. Ils sont convaincants lorsqu'il faut verbaliser des opportunités. La cartographie encourage les autres à visualiser l'avenir de l'organisation de telle façon qu'elle offre des raisons aux suiveurs pour s'engager davantage.
  • L'intendance organisationnelle est définie comme une extension du leadership au-delà de l'organisation en prenant en compte sa responsabilité pour le bien-être de la communauté et pour s'assurer que les stratégies et les décisions prises reflètent l'engagement de s'élargir dans une communauté plus large.

Les limites du leadership serviteur

Le premier devoir du leader est de servir les autres en répondant à leurs besoins, leurs aspirations et leurs désirs. C'est à ce moment là que l'on voit poindre les limites du leadership serviteur. Le leader risque d'être trop sensible aux désirs des autres et de vouloir satisfaire les désirs de chacun des individus tout en créant des problèmes tels que :

  • Les objectifs organisationnels souffrent en raison des intérêts divergents
  • Le danger est de s'écarter du plan d'action
  • Le leader peut ne plus savoir quelles décisions difficiles prendre en raison de la crainte d'offenser
  • En étant sur le qui-vive, sur le pont du bateau, le leader s'épuise et n'a plus le recul nécessaire pour diriger le bateau.

Le Leadership serviteur est un style de leadership normatif car il définit l'ensemble des caractéristiques que tous les leaders soient censés reproduire pour atteindre le succès et la théorie implique de façonner le caractère et la personnalité du leader à ces valeurs.

Le leadership serviteur fonctionne sous un modèle hiérarchique et non sous forme latérale par un leadership de pair à pairs. De plus, comme le souligne, Myra L. Farling, A. Gregory Stone, Bruce E. Winston (1999), son mode de fonctionnement agit sous un processus cyclique qui se composent de comportements (la vision, le service) et de relations (influence, crédibilité, confiance). Ceci exige donc un leadership situationnel.

Le leadership serviteur, basé sur le principe de service, a des accents altruistes éthiques solides. Conformément à ce principe, les leaders serviteurs sont attentifs aux préoccupations des suiveurs et ils sympathisent avec eux, en plus de prendre soin d'eux. Cependant, bien que Robert Greenleaf soit crédité comme l'auteur moderne de cette approche, le leadership basé sur la confiance, l'empathie, la collaboration et de l'éthique est une notion ancienne.

Annexes

Notes et références


Publications

de 1970 à 1989

  • 1970, Robert K. Greenleaf, “The servant as leader”, In: G. John, dir., "Business leadership", San Francisco: Jossey Bass, pp117-136
    • Repris en 2002, In: L. C. Spears, dir., "Robert K. Greenleaf, Servant leadership: A journey into the nature of legitimate power and greatness", Mahwah NJ: Paulist Press, pp21-61
  • 1972, Robert K. Greenleaf, "The institution as servant"
    • Repris en 2002, In: L. C. Spears, dir., "Robert K. Greenleaf, Servant leadership: A journey into the nature of legitimate power and greatness", Mahwah NJ: Paulist Press, pp62-103
  • 1977, Robert K. Greenleaf, "Servant Leadership: A Journey Into the Nature of Legitimate Power and Greatness", Mahwah, NJ: Paulist Press
    • Nouvelle édition en 1983, Mahwah, NJ: Paulist Press
    • Nouvelle édition en 2002 pour le 25ème anniversaire, New York: Paulist Press
  • 1978, Robert K. Greenleaf, "Servant: Leader and follower", New York: Paulist Press
  • 1979, Robert K. Greenleaf, "Teacher as servant : A parable", New York: Paulist Press
  • 1984, P. Greenslade, "Leadership, Greatness and Servanthood", Minneapolis, MN: Bethany House

de 1990 à 1999

  • 1990, H. P. Hildebrand, "The Model of Servant Leadership", Burlington: Welch
  • 1991,
    • J. W. Graham, “Servant-leadership in organizations: Inspirational and moral”, Leadership Quarterly, 2(2), pp105-119
    • Robert K. Greenleaf, "The servant as leader", Indianapolis: The Greenleaf Center
  • 1992,
    • J. Batten, "Servant leaders", Executive Excellence, Vol 9, n°11, p11
    • W. Kiechel, "The leader as servant", Fortune, 125, pp121-122
  • 1993,
    • N. D. Akuchie, "The servants and the superstars: An examination of servant leadership in light of Matthew20: 20-28", Christian Education Journal, 16 (1), p39
    • J. R. Hawkinson et R. K. Johnston, dir., "Servant leadership", Vol. 1, Chicago: Covenant Publications
    • K. R. Snodgrass, "Your slaves -- on account of Jesus' servant leadership in the new testament", In: J. R. Hawkinson et R. K. Johnston, dir., "Servant leadership", Vol. 1, Chicago: Covenant Publications, pp7-19
  • 1994,
    • Don Page, Paul T. P. Wong, "A conceptual framework for measuring servant leadership", In: S. Adjibolosoo, dir., "The human factor in shaping the course of history and development", Boston, MA: University Press of America, pp69–109
    • L. C. Spears, "Servant-Leadership: Toward a New Era of Caring", In: F. Hesselbein, J. Renesch, dir., "Leadership in a New Era: Visionary Approaches to the Biggest Crisis of our Time", San Francisco, CA: New Leaders Press, pp153-168
    • L. C. Spears, "Servant leadership: Quest for caring leadership", Inner Quest, 2, pp1-4
  • 1995,
    • S. M. Bethel, "Servant-leadership and corporate risk taking: When risk taking makes a difference", In: L. C. Spears, dir. "Reflections on Leadership: How Robert K. Greenleaf’s Theory of Servant-Leadership Influenced Today’s Top Management Thinkers", New York, John Wiley & Sons, Inc:, pp135-148
    • D. M. Frick, "Pyramids, circles, and gardens: Stories of implementing servant leadership", In: L. Spears, dir., "Reflections of leadership: How Robert K. Greenleaf’s theory of servant-leadership influenced today’s top management thinkers", New York: Wiley, pp241–256
    • K. Melrose, "Making the grass greener on your side : A CEO's journey to leading by serving", San Francisco, CA: Berrett-Koehler Publishers
    • C. Miller, "The empowered leader: 10 Keys to servant leadership", Nashville: Broadman & Holman
    • L. C. Spears, dir., "Reflections on leadership: How Robert K. Greenleaf's theory of servant-leadership influenced today's top management thinkers", New York: John Wiley & Sons, Inc.
    • L. C. Spears, “Introduction: Servant-leadership and the Greenleaf legacy”, In: L. C. Spears, dir., "Reflections on leadership: How Robert K. Greenleaf’s theory of servant-leadership influenced today’s top management thinkers", New York: John Wiley & Sons, Inc. pp1-14
  • 1996,
    • Ken Blanchard, "Turning the Organizational Pyramid Upside Down", In: F. Hesselbein, M. Goldsmith et R. Beckhard, dir., "The Leader of the Future: New Visions, Strategies, and Practices for the Next Era", San Francisco, CA: Jossey-Bass
    • John Carver, "The Chairperson's Role as Servant-Leader to the Board", San Francisco: Jossey-Bass Publishers
    • D. M. Frick et L. C. Spears, dir., "On Becoming A Servant-Leader", San Francisco: Jossey-Bass Publishers
    • D. M. Frick et L. Spears, "The private writings of Robert K.Greenleaf", In: D. M. Frick et L. C. Spears, dir., "On Becoming A Servant-Leader", San Francisco: Jossey Bass
    • Robert K. Greenleaf, "On becoming a servant-leader", San Francisco: Josey-Bass Publishers
    • K. Melrose, "Leader as servant", Executive Excellence, April, 13(4), p20
    • D. J. Sarkus, "Servant-leadership in safety: advancing the cause and practice", Professional Safety, 41, pp26-32
    • L. Spears, "Reflections on Robert K. Greenleaf and servant-leadership", Leadership & Organization Development Journal, 17(7), pp33-35
    • C. G. Wilkes, "Jesus on Leadership: Becoming a Servant Leader", Nashville, TN: LifeWay Press
  • 1997,
    • G. Kuck, "Servant leadership", Lutheran Education, 133, pp44-45
    • C. Pollard, "The leader who serves", Strategy and Leadership, September/October, pp49-51
    • Max de Pree, "Leading Without Power: Finding Hope in Serving Community", Jossey-Bass
    • B. Sims, "Servanthood: Leadership for the Third Millennium", Cambridge, MA: Cowley
  • 1998,
    • J. Batten, "Servant-Leadership: A Passion to Serve" In: L. C. Spears, dir., "Insights on Leadership: Service, stewardship, spirit, and servant-leadership", New York: Wiley, pp38-53
    • T. A. Bausch, "Servant-Leaders Making Human New Models of Work and Organization", In: L. C. Spears, dir., "Insights on Leadership: Service, Stewardship, Spirit, and Servant-Leadership", New York, NY: John Wiley, pp230-245
    • K. Blanchard, "Servant-leadership revisited", In: L. C. Spears, dir., "Insights on leadership: Service, stewardship, spirit, and servant-leadership", New York, NY: John Wiley & Sons, pp21-28
    • B. Bottum, D. Lenz, "Within Our Reach. Servant-Leadership for the Twenty-first Century", In: L. Spears, dir., "Insights on Leadership: Service, Stewardship, Spirit, and Servant-Leadership", New York, NY: John Wiley, pp157-169
    • S. R. Covey, "Servant-Leadership from the Inside Out", In: L. C. Spears, dir., "Insights on Leadership: Service, stewardship, spirit, and servant-leadership", New York: Wiley, ppxi-xviii
    • M. F. Don, "Understanding Robert K. Greenleaf and Servant-Leadership", In: L. Spears, dir., "Insights on Leadership: Service, Stewardship, Spirit, and Servant-Leadership", New York: John Wiley & Sons, Inc.
    • Robert K. Greenleaf, "The power of servant-leadership", San Francisco: Berrett-Koehler
    • J. C. Hunter, "The servant : A simple story about the true essence of leadership", Rocklin, Calif.: Prima Pub
    • L. J. Lad, D. Luechauer, "On the Path to Servant-Leadership", In: L. C. Spears, "Insights on Leadership: Service, Spirit, and Servant Leadership", New York, NY: John Wiley
    • A. McGee-Cooper et D. Trammell, "Awaken your sleeping genius : A journaling approach to personal growth and servant-leadership", Dallas, Tex.: Ann McGee-Cooper & Associates
    • R. P. Neuschel, "The servant leader: Unleashing the power of your people", East Lansing, MI: Vision Sports Management
    • Stacy T. Rinehart, "Upside Down: The paradox of servant-leadership", Colorado Springs, Colorado: NavPress Publishing Group
    • L. C. Spears, dir., "Insights on Leadership: Service, stewardship, spirit, and servant-leadership", New York: john Wiley
    • L. C. Spears, "Introduction: Tracing the Growing Impact of Servant-Leaders", In: L. C. Spears, dir., "Insights on Leadership: Service, stewardship, spirit, and servant-leadership", New York: john Wiley, pp1-12
    • L. C. Spears, "Servant-leadership", Executive Excellence, July, 15(7), p11
    • C. G. Wilkes, "Jesus on leadership: Discovering the secrets of servant leadership from the life of Christ", Wheaton, IL: Tyndale House Publishers
    • L. E. Williams, "Servants of the people : The 1960s legacy of African American leadership", New York: St. Martin's Griffin
  • 1999,
    • G. B. Brumback, "The power of servant leadership", Personnel Psychology, 52(3), pp807-810
    • D. G. DeGraaf, K. H. DeGraaf, D. J. Jordan, "Programming for parks, recreation, and leisure services : A servant leadership approach", State College, PA: Venture Pub
    • Myra L. Farling, A. Gregory Stone, Bruce E. Winston, "Servant Leadership: Setting the Stage for Empirical Research", Journal of Leadership & Organizational Studies, Winter/Spring, vol 6, n°1-2, pp49-72
    • W. B. Turner, "The learning of love: A journey toward servant leadership", Macon, GA: Smyth and Helwys Publishers
    • D. S. Young, "Servant leadership for church renewal : Shepherds by the living springs", Scottdale, Pa.: Herald Press

de 2000 à 2009

  • 2000,
    • D. Page et T. P. Wong, "A conceptual framework for measuring servant leadership", In: B. S. AdjGibolosoo, dir., "The human factor in shaping the course of history and development", New York: University Press of America, Inc., pp109-141
    • M. S. Polleys, "One university’s response to the anti-leadership vaccine: Developing servant leaders", Journal of Leadership Studies, Winter, 8(3), pp117-130
    • M. J. Smith, “A commentary on servant leadership literature – steward leadership in the public sector: something more for the professional”, Global Virtue Ethics Review, n°2, Vol 2
    • W. B. Turner, "The learning of love : A journey toward servant leadership", Macon, Ga.: Smyth & Helwys Pub
  • 2001,
    • James A. Autry, "The servant leader : How to build a creative team, develop great morale, and improve bottom-line performance", Roseville, Calif: Prima Pub
      • Nouvelle édition en 2004, New York: Three Rivers Press
    • Robert B. Cunningham, “Servant leadership: An introduction”, Public Voices, Vol 5, n°1-2, pp1-7
    • Robert B. Cunningham, “Servant leadership: Conclusion”, Public Voices, Vol 5, n°1-2, pp73-76
    • G. L. Forward, "Servant or CEO? A metaphor analysis of leadership in a nonprofit context", New Jersey Journal of Communication, Vol 9, n°2, September, pp145-165
    • Gary Looper, A. McGee-Cooper, D. Trammell, "Leadership development one : A course in supervisory skills and servant-leadership", Dallas, Tex.: Ann McGee-Cooper & Associates
    • Gary Looper, A. McGee-Cooper, D. Trammell, "Leadership development three : Growing servant-leaders at TDIndustries", Dallas, Tex.: Ann McGee-Cooper & Associates
    • Gary Looper, A. McGee-Cooper, "The essentials of servant-leadership : Principles in practice", Innovations in management series, Waltham, MA: Pegasus Communications
    • R. Rardin, "The servant’s guide to leadership: Beyond first principles", Pittsburgh, PA: Selah
    • R. F. Russell, "The role of values in servant leadership", Leadership & Organization Development Journal, 22(2), pp76-83
  • 2002,
    • J. E. Barbuto et D. W. Wheeler, "Becoming a servant leader: Do you have what it takes?", NebGuide G02- 1481-A. Lincoln: University of Nebraska, Nebraska Cooperative Extension
    • S. R. Covey, Robert K. Greenleaf, L. C. Spears, "Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness", Paulist Press
    • Max DePree, “Servant leadership: Three things necessary”, In: L. Spears & M. Lawrence, dir., "Focus on leadership: Servant leadership for the 21st century", New York: John Wiley & Sons, Inc., pp89-100
    • Robert K. Greenleaf, "Trustees as servants", Indianapolis, Ind.: Robert K. Greenleaf Center
    • M. Lawrence, L. C. Spears, dir., "Focus on leadership: Servant leadership for the 21st century", New York, NY: John Wiley & Sons
    • P. M. Patterson, “Serving for fun and profit: A critique of servant leadership”, Public Voices, Vol 5, n°1-2, pp39-48
    • M. S. Polleys, "One university's response to the anti-leadership vaccine: Developing servant leaders", Journal of Leadership Studies, 8(3)
    • R. F. Russell et A. G. Stone, "A review of servant leadership attributes: developing a practical model", Leadership & Organization Development Journal, 23(3), pp145-157
    • J. C. Sarros et S. Sendjaya, "Servant leadership: its origins, development, and application in organizations", Journal of Leadershiop and Organization Studies, 9(2), pp57-64
    • L. C. Spears, “Introduction: Tracing the past, present, and future of servant- leadership”, In: L. Spears & M. Lawrence, dir., "Focus on leadership: Servant leadership for the Twenty-first Century", New York: John Wiley & Sons, pp1-16
    • J. T. Whetstone, "Personalism and Moral Leadership: The Servant Leader with a Transforming Vision", Business Ethics: A European Review, 11(4), pp385-392
    • B. N. Williams, “Linking theory with practice: Examining the case of servant leadership and community policing”, Public Voices. Vol 5, n°1-2, pp67-72
  • 2003,
    • Ken Blanchard et P. Hodges, "The servant leader : Transforming your heart, head, hands and habits", Nashville, Tenn.: J. Countryman
    • R. Dennis, B. E. Winston, "A factor analysis of Page and Wong’s servant leadership instrument", Leadership & Organizational Development Journal, Vol 24, pp455–459
    • Robert K. Greenleaf, "The Servant-Leader Within: a Transformative Path", New York: Paulist Press
    • K. Jennings, J. Stahl-Wert, "The serving leader: Five powerful actions that will transform your team, your business, and your community", San Francisco, CA: BerrettKoehler Publishers, Inc
    • P. Moore, "Becoming a leader: Servant leadership for children", Paige Moore
    • K. A. Patterson, "The seven habits of servant leaders", Regent Business Review, Mars, Vol 4, pp13-14
    • K. Patterson, R. F. Russell, A. G. Stone, "Transformational versus servant leadership: a difference in leader focus", Leadership & Organization Development Journal, 25(4), pp349-361
    • T. F. Tate, "Servant leadership for schools and youth programs", Reclaiming Children and Youth, 12(1), pp33-39
  • 2004,
    • A. Arkin, "Serve the servants", People Management, 10(25), pp30-33
    • M. B. Banutu-Gomez, "Great leaders teach exemplary followership and serve as servant leaders", Journal of American Academy of Business, Cambridge, 4(1/2), pp143-150
    • Robert B. Cunningham, "Servant leadership - an introduction", Global Virtue Ethics Review, Vol 5, n°3, pp2-6
    • D. DeGraaf, C. Tilley, L. Neal, "Servant-Leadership Characteristics in Organizational Life", In: L. C. Spears & M. Lawrence, dir., "Practicing Servant-Leadership: Succeeding Through Trust, Bravery, and Forgiveness", San Francisco: Jossey-Bass: A Wiley Imprint, pp133-165
    • T. Donelan, J. Kahl, "Leading from the heart: Choosing to be a servant leader", Westlake, OH: Kahl & Associates
    • Don M. Frick, "Robert K. Greenleaf: A Life of Servant Leadership", San Francisco: Berrett-Koehler Publishers
    • Leigh Z. Gilchrist et Brian N. Williams, "Civic learning via service learning: a proposed framework and methodology to linking servant leadership theory to the contemporary practice of community policing, Global Virtue Ethics Review, Vol 5, n°3, pp80-94
    • J. C. Hunter, "The world’s most powerful leadership principle: how to become a servant leader", New York: Crown Business
    • T. Kuzmenko, B. Smith, R. Montagno, "Transformational and servant leadership: Content and contextual comparisons", Journal of Leadership and Organizational Studies, 10(4), pp80-91
    • M. Lawrence et L. C. Spears, dir., "Practicing servant-leadership: succeeding through trust, bravery and forgiveness", San Francisco: Jossey-Bass
    • K. Patterson, R. F. Russell, A. G. Stone, "Transformational versus servant-leadership: A difference in leader focus", Leadership & Organizational Development Journal, Vol 25, pp349–361
    • Saundra J. Reinke, "Service before self: Towards a theory of servant leadership", Global Virtue Ethics Review, Vol 5, n°3, pp30-57
    • Lori Riverstone, "Servant leadership: a manifestation of postmateraialism", Global Virtue Ethics Review, Vol 5, n°3, pp95-119
    • Yasin Khalaf Sarayrah, "Servant Leadership in the Bedouin-Arab Culture", Global Virtue Ethics Review, Vol 5, n°3, pp58-79
    • J. J. Sullivan, "Servant first! : Leadership for the new millennium", Xulon Press
    • B. E. Winston, "Servant leadership at Heritage Bible College: A single-case study", Leadership & Organization Development Journal, 25(7), pp600-617
    • B. O. Wireman, "Lesson from the big guys : What I learned from servant leaders Jack Eckerd, Bill Lee, Hugh McColl, and Adolph Rupp", Montgomery, AL: NewSouth Books
    • Paul T. P. Wong, "The paradox of servant leadership", Leadership Link, Spring, pp3-5
  • 2005,
    • M. Bocarnea, R. S. Dennis, "Development of the servant leadership assessment instrument", Leadership & Organization Development Journal, Vol 25, n°8, pp600–615
    • A. B. Carroll, "Servant leadership", Nonprofit World, 23(3), May/June, pp18-20
    • Carolyn Crippen, "The Democratic School: First to serve, then to lead", Canadian Journal of Educational Administration and Policy, n°47, December 5
    • Carolyn Crippen, "Inclusive Education: A Servant-Leadership Perspective", Education Canada, 45(4), pp19-22
    • Deborah Eicher-Catt, "The myth of servant-leadership", Women and Language, 28(1), pp17-25
    • S. Ferch, "Servant-leadership, forgiveness, and social justice", The International Journal of Servant-Leadership, 1, pp97–113
    • E. E. Joseph et B. E. Winston, "A correlation of servant leadership, leader trust, and organizational trust", Leadership & Organization Development Journal, 26(1), pp6-22
    • R. P. Neuschel, "The servant leader: Unleashing the power of your people", Chicago: Northwestern University Press
    • J. Noble, "Servant-leadership", Organisations & People (UK), February, Vol 12, n°1, pp22-30
    • L. C. Spears, "The understanding and practice of servant leadership", International Journal of Servant Leadership, 1(1), pp29-46
  • 2006,
    • J. Barbuto et D. Wheeler, "Scale development and construct clarification of servant leadership", Group & Organization Management, Vol 31, n°3, pp300–326
    • Debra Beazley et Gary Gemmill, "Spirituality and Servant Leader Behavior", Journal of Management, Spirituality & Religion, Vol 3, n°3, January, pp258-270
    • D. T. Chin, W. A. Smith, "An inductive model of servant leadership: The considered difference to transformational and charismatic leadership", Melbourne, Australia: Monash University Department of Management
    • S. R. Covey, "Servant leadership", Leadership Excellence, 23(12), pp5-6
    • Tracey Y. Espy, "Educating the Heart, Head, and Hands: Servant Leadership as a Transformational Model for Student Success", Journal of College and Character, Vol 7, n°6, July
    • H. S. Feild, C. D. Sutton, R. R. Washington, "Individual differences in servant leadership: the roles of values and personality", Leadership and Organization Development Journal, 27(8), pp700-716
    • I. Heeren, D. Van Dierendonck, "Toward a research model of servant-leadership", The International Journal of Servant-Leadership, 2, pp147–169
    • Justin A. Irving, J. A. Matteson, "Servant versus self-sacrificial leadership: A behavioral comparison of two follower-oriented leadership theories", International Journal of Leadership Studies, 2(1), pp36-51
  • 2007,
    • A. B. Boshoff, Z. Dannhauser, "Structural equivalence of the Barbuto and Wheeler (2006) Servant Leadership Questionnaire on North American and South African samples", International Journal of Leadership Studies, 2, pp148–168
    • D. Davey, Paul T. P. Wong, "Best practices in servant leadership", Servant leadership research roundtable—July 2007, Virginia Beach: Regent University
    • W. W. Dingman, A. G. Stone, "Servant leadership’s role in the succession planning process: A case study", International Journal of Leadership Studies, 2(2), pp98–113
    • D. L. Fields, J. R. Hale, "Exploring servant leadership across cultures: A study of followers in Ghana and the USA", Leadership, Vol 3, pp397-417
    • K. P. Finch, "The image of God, servant-leadership and forgiveness", The International Journal of Servant Leadership, pp203-205
    • S. Hutchinson, M. Jinks, N. Martin, T. Taylor, B. "Examination of leadership practices of principals identified as servant leaders", International Journal of Leadership in Education, 10(4), pp401–419
    • J. A. Irving, G. J. Longbotham, "Team effectiveness and six essential servant leadership themes: A regression model based on items in the organizational leadership assessment", International Journal of Leadership Studies, 2(2), pp98-113
  • 2008,
    • M. Bardes, D. M. Mayer, R. F. Piccolo, "Do servant-leaders help satisfy follower needs? An organizational justice perspective", European Journal of Work and Organizational Psychology, 17(2), pp180-197
    • D. S. Carlson, L. B. Chonko, K. M. Kacmar, M. J. Neubert, J. A. Roberts, "Regulatory focus as a mediator of the influence of initiating structure and servant leadership on employee behavior", Journal of Applied Psychology, 93(6), pp1220–1233
    • M. P. Earnhardt, "Testing a servant leadership theory among United States military members", Emerging Leadership Journeys, 1(2), pp14-24
    • H. C. Goh, C. Koh, K. Y. Ng, "The heart of the servant leader: Leader’s motivation-to serve and its impact on LMX and subordinates’ extra-role behavior", In: George B. Graen et Joan A. Graen, dir., "Knowledge-driven corporation-complex creative destruction", Charlotte, NC: Information Age, pp125-144
    • D. Henderson, R. C. Liden, S. J. Wayne, H. Zhao, "Servant leadership: Development of a multidimensional measure and multilevel assessment", Leadership Quarterly, 19(2), pp161–177
    • B. Ryan, B. E. Winston, "Servant leadership as a humane orientation: Using the GLOBE study construct of humane orientation to show that servant leadership is more global than western", International Journal of Leadership Studies, 3(2), pp212-222
    • J. C. Santora, S. Sendjaya, J. C. Sarros, "Defining and measuring servant-leadership behaviour in organizations", Journal of Management Studies, Vol 45, pp402–424
    • T. H. Warneka, "Black Belt Leader, Peaceful Leader: An Introduction to Catholic Servant Leadership", Ohio: Asogomi
  • 2009,
    • J. A. Andersen, "When a servant-leader comes knocking…", Leadership & Organization Development Journal, 30(1), pp4-15
    • M. Bocarnea, D. Maranon, G. R. B. West, "Servant-leadership as a predictor of job satisfaction and organizational commitment with the moderating effects of organizational support and role clarity among Filipino engineering, manufacturing, and technology workers", International Journal of Servant-Leadership, 5(1), pp129-162
    • M. Cavin, M. McCuddy, "The demographic context of servant leadership", Journal of the Academy of Business Economics, Vol 9, n°2
    • L. B. Chonko, D. B. Grisaffe, F. Jaramillo, J. A. Roberts, "Examining the impact of servant leadership on sales force performance", Journal of Personal Selling & Sales Management, 29(3), pp257-275
    • L. B. Chonko, D. B. Grisaffe, F. Jaramillo, J. A. Roberts, "Examining the impact of servant leadership on salesperson’s turnover intention", Journal of Personal Selling & Sales Management, 29(4), pp351-365
    • Elizabeth R. Click, Joyce J. Fitzpatrick, Jeannie Scruggs Garber, Elizabeth A. Madigan, "Attitudes towards collaboration and servant leadership among nurses, physicians and residents", Journal of Interprofessional Care, Vol 23, n°4, January, pp331-340
    • Carolyn Crippen, "Servant-Leadership as an Effective Model for Educational Leadership and Management:: first to serve, then to lead", Management in Education, December, 18, pp11-16
    • M. Fridell, R. Newcom Belcher, P. Messner, "Discriminate analysis gender public school principal servant leadership differences", Leadership & Organizational Development Journal, Vol 30, n°8
    • J. Parolini, K. Patterson, B. Winston, "Distinguishing between transformational and servant-leadership", Leadership & Organization Development Journal, 30, pp274–291
    • J. M. Sun, B. Wang, "Servant leadership in China: Conceptualization and measurement", Advances in Global Leadership, Vol 5, pp321-344

A partir de 2010

  • 2010,
    • Shalom Akao, Bessie Kilavanwa, Jane Strachan, Daisy Warsal, "You have to be a servant of all: Melanesian women's educational leadership experiences", School Leadership & Management, Vol 30, n°1, February, pp65-76
    • Nicholas J. Ashill, Emin Babakus, Ugur Yavas, "Service Worker Burnout and Turnover Intentions: Roles of Person-Job Fit, Servant Leadership, and Customer Orientation", Services Marketing Quarterly, Vol 32, n°1, December, pp17-31
    • J. E. Barbuto, T. P. Searle, "Servant leadership, hope, and organizational virtuousness: A framework exploring positive micro and macro behaviors and performance impact", Journal of Leadership & Organizational Studies, 18(1), pp107–117
    • G. L. Black, "Correlational Analysis of Servant Leadership and School Climate", Catholic Education: A Journal of Inquiry and Practice, 13(4), pp437-466
    • D. E. Melchar, S. M. Bosco, "Achieving high organization performance through servant leadership", The Journal of Business Inquiry, 9(1), pp74-88
    • Edward Cartwright, Joris Gillet, Mark Van Vugt, "Selfish or servant leadership: Testing evolutionary predictions", Personality and Individual Differences,
    • Dick Dierendonck, K. Patterson, "Servant leadership: Developments in theory and research", New York, NY: Palgrave McMillan
    • D. R. Ebener, D. J. O'Connell, "How might servant leadership work? Nonprofit Management and Leadership, 20(3), pp315-335
    • Nathan Harter et Hale Öner, "The Gadfly of Athens: How Critical Thinking Fits the Ideal of Servant Leadership", Undergraduate Leadership Review, Vol 3, n°1, Fall
    • R. Herman, "The promise of servant leadership for workplace spirituality", International Journal of Business Research, 10(6), pp83–102
    • J. Irving, "Cross-cultural perspectives on servant leadership", In: D. Dierendonck & K. Patterson, dir., "Servant leadership: Developments in theory and research", New York, NY: Palgrave McMillan, pp85-86
    • M. Jenkins, A. C. Stewart, "The importance of a servant leader orientation", Health Care Management Review, 35(1), pp46-54
    • A. Pekerti, S. Sendjaya, "Servant leadership as an antecedent of trust in organizations", Leadership & Organization Development Journal, Vol 31, pp643-663
    • L. C. Spears, "Servant leaders: They share 10 traits", Personal Excellence, Vol 15, n°2
    • L. C. Spears, "Character and servant leadership: Ten characteristics of effective, caring leaders", The Journal of Virtues & Leadership, 1(1), pp25-30
    • Ana Thorne, commentaire du livre de Lea E. Williams, "Servants of the People: The 1960's Legacy of African American Leadership", Women's Studies, Vol 39, n°6, July, pp703-705
    • F. Trompenaars, E. Voerman, "Servant-leadership across cultures: Harnessing the strength of the world’s most powerful leadership style", New York, NY: McGraw Hill
  • 2011,
    • L. Asag-Gau, Dirk van Dierendonck, "The impact of servant leadership on organisational commitment among the highly talented: The role of challenging work conditions and psychological empowerment", European Journal of International Management, 5(5), pp463–483
    • N. J. Ashill, E. Babakus, U. Yavas, "Service worker burnout and turnover intentions: Roles of person-job fit, servant leadership, and customer orientation", Services Marketing Quarterly, 32(1), pp17-31
    • D. Beaty, A. Chatbury, S. Kriek, "Servant leadership, trust and implications for the “Base-of-the-Pyramid” segment in South Africa", South African Journal of Business Management, Vol 42, pp57-61
    • S. R. Colwell, L. L. Reed, D. Vidaver-Cohen, "A new scale to measure executive servant leadership: Development, analysis, and implications for research", Journal of Business Ethics, 101(3), pp415-434
    • Dirk van Dierendonck, "Servant leadership: A review and synthesis", Journal of Management, 37(4), pp1228-1261
    • Dirk van Dierendonck, Inge Nuijten, "The Servant Leadership Survey: Development and Validation of a Multidimensional Measure", Journal of Business and Psychology, Vol 26, n°3, pp249-267
    • Dirk van Dierendonck,, "Understanding servant leadership", RSM Discovery - Management Knowledge, Vol 7, n°3, pp7-9
    • A. Honeycutt, Amy Savage-Austin, "Servant leadership: A phenomenological study of practices, experiences, organizational effectiveness, and barriers", Journal of Business & Economics Research, 9(1), pp49-54
    • J. Hu, R. C. Liden, "Antecedents of team potency and team effectiveness: an examination of goal and process clarity and servant leadership", Journal of Applied Psychology, 96(4), p851
    • Justin A. Irving, "A model for effective servant leadership practice: A biblically-consistent and research-based approach to leadership", Journal of Biblical Perspectives in Leadership, 3(2), pp118-128
  • 2012,
    • S. J. Peterson, B. M. Galvin, D. Lange, "CEO servant leadership: Exploring executive characteristics and firm performance", Personnel Psychology, Vol 65, pp565-596
    • Trae Stewart, "Classroom teacher leadership: service-learning for teacher sense of efficacy and servant leadership development", School Leadership & Management, Vol 32, n°3, July, pp233-259
  • 2013,
    • O. Bramwell, F. W. Rohm, "Scouting and servant leadership in cross-cultural perspective: An exploratory study", Journal of Virtues and Leadership, 3(1), pp26-42
    • Laura Burton & Jon Welty Peachey, "The Call for Servant Leadership in Intercollegiate Athletics", Quest, Vol 65, n°3, July, pp354-371
    • E. M. Hunter, M. J. Neubert, S. J. Perry, L. A. Witt, L. M. Penney, E. Weinberger, "Servant leaders inspire servant followers: Antecedents and outcomes for employees and the organization", The Leadership Quarterly, 24(2), pp316-331
    • D. L. Parris, J. W. Peachey, "A systematic literature review of servant leadership theory in organizational contexts", Journal of Business Ethics, 113(3), pp377-393
    • P. Y. T. Sun, "The servant identity: Influences on the cognition and behavior of servant leaders", The Leadership Quarterly, Vol 24, pp544-557
  • 2014,
    • Jorrit Alkema, Pieter Boersma, Dirk van Dierendonck, Daan Stam, Ninotchka de Windt, "Same difference? Exploring the differential mechanisms linking servant leadership and transformational leadership to follower outcomes, The Leadership Quarterly, Vol 25, n°3, June, pp544–562
    • Steven Brown, Phillip Bryant, "Enthusiastic Skepticism: The Role of SLTP in Advancing Servant Leadership", Servant Leadership: Theory & Practice, Vol 1, n°1, août, pp7-11
    • X. Cao, D. J. Henderson, R. C. Liden, A. Panaccio, S. J. Wayne, "Toward an Understanding of When and Why Servant Leadership Accounts for Employee Extra-Role Behaviors", Journal of Business and Psychology, pp1-19
    • Brian C. Carroll, Kathleen Patterson, "Servant Leadership: A Cross Cultural Study Between India and the United States", Servant Leadership: Theory & Practice, Vol 1, n°1, août, pp16-45
    • Victor V. Claar, Lonnie L. Jackson, Vicki R. TenHaken,"Are Servant Leaders Born or Made?", Servant Leadership: Theory & Practice, Vol 1, n°1, août, pp46-52
    • Milton J. Correia de Sousa, M.J. & Dirk van Dierendonck, "Servant leadership and engagement in a merge process under high uncertainty", Journal of Organizational Change Management, 27 (6), pp877-899
    • Dirk van Dierendonck, D. A. Stam, "Exploring the differentials between servant and transformational leadership", RSM Discovery - Management Knowledge, 18 (2), pp16-17
    • Dirk van Dierendonck, R. Rodriguez-Carvajal, S. de Rivas, M. Herrero, B. Morena-Jimenez, "Leading people positively: Cross-cultural validation of the Servant Leadership Survey (SLS)", Spanish Journal of Psychology, Vol 17
    • Daniel C. Feldman, "What If We Took Servant Leadership Seriously?", Servant Leadership: Theory & Practice, Vol 1, n°1, août, pp12-15
    • Hee-Joong Hwang, Minjeong Kang & Myoung-Kil Youn, "The influence of a leader's servant leadership on employees' perception of customers' satisfaction with the service and employees' perception of customers' trust in the service firm: the moderating role of employees' trust in the leader", Journal of Global Scholars of Marketing Science, Vol 24, n°1, January, pp65-76
    • J. Hu, R. C. Liden, A. Panaccio, J. D. Meuser, S. Wayne, "17 Servant leadership: Antecedents, processes, and outcomes", In: David V. Day, dir., "The Oxford handbook of leadership and organizations", New York, NY: Oxford Press, pp357-379
    • C. Liao, R. C. Liden, S. J. Wayne, J. D. Meuser, "Servant leadership and serving culture: Influence on individual and unit performance", Academy of Management Journal, 57(5), pp1434-1452
    • Deborah Robertson, "The servant: leadership role of Catholic high school principals", Journal of Educational Administration and History, Vol 46, n°1, January, pp110-111
    • Frederick Rohm, "Eagle Scouts and Servant Leadership", Servant Leadership: Theory & Practice, Vol 1, n°1, août, pp68-90
    • Malaya C. Ronas, commentaire du livre de Ramon Magsaysay, "“servant leader” with a vision of hope", Philippine Political Science Journal, Vol 35, n°1, January, pp115-117
    • Anne Thompson, "Fostering Growth and Development of Recovering Students in Higher Education Through Servant Leadership", Peabody Journal of Education, Vol 89, n°2, March, pp244-257


    • Teacher as Servant Leader Richard F. Bowman The Clearing House: A Journal of Educational Strategies, Issues and Ideas Volume 78, Issue 6, July 2005, pages 257-260



Principals Are Not Leaders, but Servants Franklin C. Hemphill The Clearing House: A Journal of Educational Strategies, Issues and Ideas Volume 21, Issue 7, March 1947, pages 414-415 Exploring servant leadership across cultures: comparative study in Australia and Indonesia A.A. Pekerti & S. Sendjaya The International Journal of Human Resource Management Volume 21, Issue 5, April 2010, pages 754-780 Students' perceptions of the interprofessional team in practice through the application of servant leadership principles Mark Neill EdD, Karen S. Hayward & Teri Peterson Journal of Interprofessional Care Volume 21, Issue 4, January 2007, pages 425-432 Servants and Leaders Nick Lyons National Association of Primary Care Educators (NAPCE), Vish Kini United Kingdom Conference of Postgraduate Educational Advisers in General Practice (UKCEA) & Prit Chahal United Kingdom Association of Programme Directors (UKAPD) Education for Primary Care Volume 20, Issue 5, January 2009, pages 338-339 Leadership and culture: comparative models of top civil servant training Bruno Broucker International Review of Public Administration Volume 20, Issue 4, October 2015, pages 390-393 Servant Leadership Behaviour Scale: A hierarchical model and test of construct validity Sen Sendjaya & Brian Cooper European Journal of Work and Organizational Psychology Volume 20, Issue 3, June 2011, pages 416-436 Do servant-leaders help satisfy follower needs? An organizational justice perspective David M. Mayer, Mary Bardes & Ronald F. Piccolo European Journal of Work and Organizational Psychology Volume 17, Issue 2, June 2008, pages 180-197 Servants, managers and monkeys: new perspectives on leadership Frederick C. Buskey International Journal of Leadership in Education Volume 17, Issue 1, January 2014, pages 123-129 Servant Leadership for Higher Education Amy C. Barnes Journal of College and Character Volume 16, Issue 2, April 2015, pages 131-133 The effects of servant leadership on teachers’ organizational commitment in primary schools in Turkey Yusuf Cerit International Journal of Leadership in Education Volume 13, Issue 3, July 2010, pages 301-317 Examination of leadership practices of principals identified as servant leaders Tim Taylor, Barbara N. Martin, Sandy Hutchinson & Michael Jinks International Journal of Leadership in Education Volume 10, Issue 4, October 2007, pages 401-419 Religious heads or civil servants? Druze and Sunni religious leadership in post-war Lebanon Jakob Skovgaard-Petersen Mediterranean Politics Volume 1, Issue 3, December 1996, pages 337-352 Catholic servant-leadership in education: going beyond the secular paradigm Theresa Kaetkaew Punnachet International Studies in Catholic Education Volume 1, Issue 2, October 2009, pages 117-134 Developing Servant Leadership Through Counselor Community Engagement: A Case Example Cheryl L. Fulton & Laura Shannonhouse Journal of Counselor Leadership and Advocacy Volume 1, Issue 1, January 2014, pages 98-111 Perceptions of School Principals’ Servant Leadership and Their Teachers’ Job Satisfaction in Oman Yasser F. H. Al-Mahdy, Aisha S. Al-Harthi & Nesren S. Salah El-Din Leadership and Policy in Schools pages 1-24 Serving first for the benefit of others: preliminary evidence for a hierarchical conceptualization of servant leadership Douglas B. Grisaffe, Rebecca VanMeter & Lawrence B. Chonko Journal of Personal Selling & Sales Management pages 1-19 Public servant leadership: Myth or powerful reality? Dong Chul Shim, Hyun Hee Park & Tae Ho Eom International Review of Public Administration pages 1-18 Servant leadership and employee outcomes: the moderating role of subordinates’ motives Magda Donia, Usman Raja, Alexandra Panaccio & Zheni Wang European Journal of Work and Organizational Psychology pages 1-13

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