Abstract
The purpose of these chapters (Parts 1 and 2) is to show why and how one firm integrated Servant Leadership, among other initiatives, into its growing socially responsible culture, through the eyes of its designing CEO. The firm is a 50-year-old, US nationwide environmental consultancy which is now 100% employee-owned and a legal “public benefit corporation.” Those governance forms require the company’s board and management to intentionally promote and develop morally bound stakeholder management. In addition to high performance work practices, e.g., investments in training and engagement, the firm has adopted Servant Leadership as its actuating leadership framework. While the formal introduction of Servant Leadership came after other psychosocial initiatives were introduced, Servant Leadership ended up as the glue binding the social-responsibility commitment within the organization. By all outcome measures, this suite of structures and practices has been successful, for all stakeholders (e.g., employees, clients, the “environment,” and the company itself), with Servant Leadership providing the pivotal moral connection to stakeholder service. Part 1 covers the case description, and Part 2 covers change processes, outcomes, and reflections, including how servant leadership could contribute to climate change response.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
References
Adler, P. S. (2007). The future of critical management studies: A paleo-Marxist critique of labour process theory. Organization Studies, 28(9), 1313–1345. https://doi.org/10.1177/0170840607080743
Adler, P. S. (2015). Book review essay: The environmental crisis and its capitalist roots: Reading Naomi Klein with Karl Polanyi. Administrative Science Quarterly, 60(2), NP13–NP25. https://doi.org/10.1177/0001839215579183
Adler, P. S. (2022). Capitalism, socialism, and the climate crisis. Organization Theory, 3(1). https://doi.org/10.1177/26317877221084713
Adler, P. S., & Heckscher, C. (2018). Collaboration as an organization design for shared purpose. Research in the Sociology of Organizations, 57, 81–111. https://doi.org/10.1108/S0733-558X20180000057004
Afsar, B., Cheema, S., & Javed, F. (2018). Activating employee’s pro-environmental behaviors: The role of CSR, organizational identification, and environmentally specific servant leadership. Corporate Social Responsibility and Environmental Management, 25(5), 904–911. https://doi.org/10.1002/csr.1506
Alvesson, M. (2020). Upbeat leadership: A recipe for–or against–“successful” leadership studies. The Leadership Quarterly, 31(6), 101439. https://doi.org/10.1016/j.leaqua.2020.101439
Arendt, H. (1998)[1958]. The human condition. The University of Chicago Press.
Argyris, C. (1977). Double loop learning in organizations. Harvard Business Review, 55(5), 115–125. https://hbr.org/1977/09/double-loop-learning-in-organizations
Armstrong, J. P. (2020). Ted Lasso: The Servant-Leader we need right now. Nov 24. https://drjosharmstrong.medium.com/ted-lasso-the-servant-leader-we-need-right-now-8a88b843e7f1
Bacq, S., & Aguilera, R. V. (2022). Stakeholder governance for responsible innovation: A theory of value creation, appropriation, and distribution. Journal of Management Studies, 59(1), 29–60. https://doi.org/10.1111/joms.12746
Banerjee, S. B., & Arjaliès, D. L. (2021). Celebrating the end of enlightenment: Organization theory in the age of the Anthropocene and Gaia (and why neither is the solution to our ecological crisis). Organization Theory, 2(4). https://doi.org/10.1177/26317877211036714
Barthold, C., Checchi, M., Imas, M., & Smolović Jones, O. (2022). Dissensual leadership: Rethinking democratic leadership with Jacques Rancière. Organization, 29(4), 673–691. https://doi.org/10.1177/1350508420961529
Battilana, J., Yen, J., Ferreras, I., & Ramarajan, L. (2022). Democratizing work: Redistributing power in organizations for a democratic and sustainable future. Organization Theory, 3(1). https://doi.org/10.1177/26317877221084714
Beck, C. D. (2014). Antecedents of servant leadership: A mixed methods study. Journal of Leadership and Organizational Studies, 21(3), 299–314. https://doi.org/10.1177/1548051814529993
Bernacchio, C., Foss, N. J., & Lindenberg, S. (2022). The virtues of joint production: Ethical foundations for collaborative organization. Academy of Management Review, In press. https://doi.org/10.5465/amr.2019.0389
Bodrožić, Z., & Adler, P. S. (2018). The evolution of management models: A neo-Schumpeterian theory. Administrative Science Quarterly, 63(1), 85–129. https://doi.org/10.1177/0001839217704811
Bondurant, J. V. (1958). Conquest of violence: The Gandhian philosophy of conflict. Princeton.
Bragger, J. D., Alonso, N. A., D’Ambrosio, K., & Williams, N. (2021). Developing leaders to serve and servants to lead. Human Resource Development Review, 20(1), 9–45. https://doi.org/10.1177/1534484320981198
Breslin, E. J. (2017). Servant leadership and volunteerism. In C. J. Davis (Ed.), Servant leadership and followership: Examining the impact on workplace behavior (pp. 1–23). Palgrave Macmillan. https://doi.org/10.1007/978-3-319-59366-1_1
Bridoux, F., & Stoelhorst, J. W. (2022). Stakeholder governance: Solving the collective action problems in joint value creation. Academy of Management Review, 47(2), 214–236. https://doi.org/10.5465/amr.2019.0441
Brim, B. J. (2019). How a focus on people’s strengths increases their work engagement. Gallup Workplace. (May 2). https://www.gallup.com/workplace/242096/focus-people-strengths-increases-work-engagement.aspx
Brouns, T., Externbrink, K., & Blesa Aledo, P. S. (2020). Leadership beyond narcissism: On the role of compassionate love as individual antecedent of servant leadership. Administrative Sciences, 10(20), 1–10. https://doi.org/10.3390/admsci10020020
Burkhardt, J. C., & Joslin, J. Y. (2020). Inspiration for servant leaders: Lessons from fifty years of research and practice. Greenleaf Center for Servant Leadership.
Coetzer, M. F. (2018). A conceptual framework to operationalise servant leadership within an organization. In D. van Dierendonck & K. Patterson (Eds.), Practicing servant leadership: Developments in implementation (pp. 141–167). Palgrave Macmillan. https://doi.org/10.1007/978-3-319-75644-8_9
Coetzer, M. F., Bussin, M., & Geldenhuys, M. (2017). The functions of a servant leader. Administrative Sciences, 7(1), 1–32. https://doi.org/10.3390/admsci7010005
Collins, C. J. (2021). Expanding the resource based view model of strategic human resource management. International Journal of Human Resource Management, 32(2), 331–358. https://doi.org/10.1080/09585192.2019.1711442
Coopey, J. (1995). The learning organization, power, politics and ideology introduction. Management Learning, 26(2), 193–213. https://doi.org/10.1177/135050769502600204
Cunha, M. P. E., Clegg, S. R., Costa, C., Leite, A. P., Rego, A., Simpson, A. V., de Sousa, M. O., & Sousa, M. (2017). Gemeinschaft in the midst of Gesellschaft? Love as an organizational virtue. Journal of Management, Spirituality & Religion, 14(1), 3–21. https://doi.org/10.1080/14766086.2016.1184100
Cunliffe, A. L. (2009). The philosopher leader: On relationalism, ethics and reflexivity – A critical perspective to teaching leadership. Management Learning, 40(1), 87–101. https://doi.org/10.1177/1350507608099315
Davis, H. (2010). Other-centredness as a leadership attribute: From ego to eco centricity. Journal of Spirituality, Leadership and Management, 4(1), 43–52. http://www.slam.org.au/wp-content/uploads/2013/06/JSLaMvol4_2010_Davis.pdf
DePree, M. (2011)[1987]. Leadership is an art. Currency.
Driscoll, C., & Starik, M. (2004). The primordial stakeholder: Advancing the conceptual consideration of stakeholder status for the natural environment. Journal of Business Ethics, 49(1), 55–73. https://doi.org/10.1023/B:BUSI.0000013852.62017.0e
Eva, N., Cox, J. W., Herman, H. M., & Lowe, K. B. (2021). From competency to conversation: A multi-perspective approach to collective leadership development. The Leadership Quarterly, 32(5), 101346. https://doi.org/10.1016/j.leaqua.2019.101346
Eva, N., Robin, M., Sendjaya, S., van Dierendonck, D., & Liden, R. C. (2019). Servant leadership: A systematic review and call for future research. The Leadership Quarterly, 30(1), 111–132. https://doi.org/10.1016/j.leaqua.2018.07.004
Fehr, R., Fulmer, A., Awtrey, E., & Miller, J. A. (2017). The grateful workplace: A multilevel model of gratitude in organizations. Academy of Management Review, 42(2), 361–381. https://doi.org/10.5465/amr.2014.0374
Ford, J., & Harding, N. (2018). Followers in leadership theory: Fiction, fantasy and illusion. Leadership, 14(1), 3–24. https://doi.org/10.1177/1742715015621372
Forni, P. M. (2002). Choosing civility: The twenty-five rules of considerate conduct. St. Martin's Press.
Foster, W. M., & Wiebe, E. (2010). Praxis makes perfect: Recovering the ethical promise of critical management studies. Journal of Business Ethics, 94(2), 271–283. https://doi.org/10.1007/s10551-011-0756-6
Foucault, M. (1978)[1976]. The history of sexuality: Vol. 1, an introduction. Hurley, R. (Trans.). Pantheon.
Freeman, R. E., Dmytriyev, S. D., & Phillips, R. A. (2021). Stakeholder theory and the resource-based view of the firm. Journal of Management, 47(7), 1757–1770. https://doi.org/10.1177/0149206321993576
Frémeaux, S., & Pavageau, B. (2022). Meaningful leadership: How can leaders contribute to meaningful work? Journal of Management Inquiry, 31(1), 54–66. https://doi.org/10.1177/1056492619897126
Ghahremani, H. (2022). EA round 1 preliminary servant leadership & DEI survey results. Personal communication, author’s PowerPoint copy, 30 March. 1–11.
Gherardi, S., & Laasch, O. (2021). Responsible management-as-practice: Mobilizing a posthumanist approach. Journal of Business Ethics. In press. https://doi.org/10.1007/s10551-021-04945-7
Gioia, D. (2022). On the road to hell: Why academia is viewed as irrelevant to practicing managers. Academy of Management Discoveries, 8(2), 174–179. https://doi.org/10.5465/amd.2021.0200
Graham, J. W. (1995). Leadership, moral development, and citizenship behavior. Business Ethics Quarterly, 5(1), 43–54. https://doi.org/10.2307/3857271
Gram-Hanssen, I. (2021). Individual and collective leadership for deliberate transformations: Insights from indigenous leadership. Leadership, 17(5), 519–541. https://doi.org/10.1177/1742715021996486
Gratani, M., Sutton, S. G., Butler, J. R. A., Bohensky, E. L., & Foale, S. (2016). Indigenous environmental values as human values. Cogent Social Sciences, 2(1), 1185811. https://doi.org/10.1080/23311886.2016.1185811
Green, D., Roberts, G., & Rudebock, R. (2016). Reshaping the federal system for a postmodern workforce. Management and Economics Research Journal, 2, 20–31. https://doi.org/10.18639/MERJ.2016.02.345941
Greenleaf, R. K. (1977). Servant-leadership: A journey into the nature of legitimate power and greatness. Paulist Press.
Greenwood, M., & Mir, R. (2019). Critical management studies and stakeholder theory: Possibilities for a critical stakeholder theory. In J. Harrison, J. Barney, R. E. Freeman, & R. Phillips (Eds.), The Cambridge handbook of stakeholder theory (pp. 35–52). Cambridge University Press. https://doi.org/10.1017/9781108123495.003
Griffin, M., Learmonth, M., & Elliott, C. (2015). Non-domination, contestation and freedom: The contribution of Philip Pettit to learning and democracy in organisations. Management Learning, 46(3), 317–336. https://doi.org/10.1177/1350507614532753
Haidt, J., Graham, J., & Joseph, C. (2009). Above and below left–right: Ideological narratives and moral foundations. Psychological Inquiry, 20(2–3), 110–119. https://doi.org/10.1080/10478400903028573
Harter, J. (2020). U.S. employee engagement reverts back to pre-COVID-19 levels. Gallup Workplace. (Oct 16) https://www.gallup.com/workplace/321965/employee-engagement-reverts-back-pre-covid-levels.aspx
Harter, J. (2022). U.S. employee engagement drops for first year in a decade. Gallup Workplace. (Jan 7) https://www.gallup.com/workplace/388481/employee-engagement-drops-first-year-decade.aspx
Hartnell, C. A., Lemoine, G. J., Ghahremani, H., & Stolter, D. J. (2020a). Servant leadership within organizational contexts: Identifying core beliefs underlying servant leadership and infusing servant leadership into organizations. In Burkhardt, J.C. & Joslin, J.Y. (Eds.), Inspiration for servant leaders: Lessons from fifty years of research and practice. 167–212.: Greenleaf Center for Servant Leadership.
Hartnell, C. A., Lemoine, G. J., Hora, S., & Watts, D. (2020b). How does servant leadership equip and focus prosocially-oriented employees to serve others? Paper accepted for presentation in “The antecedents and influences of servant leadership” symposium at the annual meeting of the Academy of Management: Virtual.
He, H., Zhu, W., & Zheng, X. (2014). Procedural justice and employee engagement: Roles of organizational identification and moral identity centrality. Journal of Business Ethics, 122(4), 681–695. https://doi.org/10.1007/s10551-013-1774-3
Hietschold, N., & Voegtlin, C. (2021). Blinded by a social cause? Differences in cognitive biases between social and commercial entrepreneurs. Journal of Social Entrepreneurship. In press. https://doi.org/10.1080/19420676.2021.1880466
Horkheimer, M. (1982)[1968]. Traditional and critical theory. In M. J. O’Connell (Trans.), Critical theory: Selected essays (188–243). Continuum.
Huang, Y. (2016). Confucian environmental virtue ethics. In W. J. Jenkins, M. E. Tucker, & J. Grim (Eds.), Routledge handbook of religion and ecology (pp. 52–59). Routledge. https://doi.org/10.4324/9781315764788
Hursthouse, R., & Pettigrove, G. (2018). Virtue ethics. In E. N. Zalta (Ed.), The Stanford encyclopedia of philosophy. Winter Edition. https://plato.stanford.edu/archives/win2018/entries/ethics-virtue
Ivanova, M., & von Scheve, C. (2020). Power through empowerment? The managerial discourse on employee empowerment. Organization, 27(6), 777–796. https://doi.org/10.1177/1350508419855709
Johnson, D. D., Price, M. E., & Van Vugt, M. (2013). Darwin's invisible hand: Market competition, evolution and the firm. Journal of Economic Behavior and Organization, 90, S128–S140. https://doi.org/10.1016/j.jebo.2012.12.016
Joseph Jeyaraj, J., & Gandolfi, F. (2022). The servant leader as a critical pedagogue: Drawing lessons from critical pedagogy. International Journal of Leadership in Education, 25(1), 88–105. https://doi.org/10.1080/13603124.2019.1690702
Kapoor, I. (2002). Deliberative democracy or agonistic pluralism? The relevance of the Habermas-Mouffe debate for third world politics. Alternatives, 27(4), 459–487. https://doi.org/10.1177/030437540202700403
Kaptein, M. (2022). The moral duty to love one’s stakeholders. Journal of Business Ethics, 180, 813–827. https://doi.org/10.1007/s10551-021-04897-y
Kelly, M. (2019). To make companies moral, make the employees the owners. Fast Company, January 11. https://www.fastcompany.com/90291281/to-make-companies-moral-make-the-employees-the-owners.
Kelly, M., & Hanna, T. M. (2019). Democratic ownership in the USA: A quiet revolution. International Journal of Public Policy, 15(1–2), 92–110. https://doi.org/10.1504/IJPP.2019.099057
King, M. L. (1986). Love, law, and civil disobedience. In J. M. Washington (Ed.), A testament of hope: The essential writings of Martin Luther King, Jr (pp. 43–53). Harper & Row.
Klein, J. T. (2020). Sustainability and collaboration: Crossdisciplinary and cross-sector horizons. Sustainability, 12(4), 1515. https://doi.org/10.3390/su12041515
Kleshinski, C. E., Wilson, K. S., Stevenson-Street, J. M., & Scott, B. A. (2021). Principled leader behaviors: An integrative framework and extension of why leaders are fair, ethical, and nonabusive. Academy of Management Annals, 15(1), 1–36. https://doi.org/10.5465/annals.2019.0029
Koehn, D. (2016). Why the new benefit corporations may not prove to be truly socially beneficial. Business & Professional Ethics Journal, 35(1), 17–50. https://doi.org/10.5840/bpej201672641
Kool, M., & van Dierendonck, D. (2012). Servant leadership and commitment to change, the mediating role of justice and optimism. Journal of Organizational Change Management, 25(3), 422–433. https://doi.org/10.1108/09534811211228139
Kopnina, H., Washington, H., Taylor, B., & Piccolo, J. (2018). Anthropocentrism: More than just a misunderstood problem. Journal of Agricultural and Environmental Ethics, 31(1), 109–127. https://doi.org/10.1007/s10806-018-9711-1
Kurland, N. (2018). ESOP plus benefit corporation: Ownership culture with benefit accountability. California Management Review, 60(4), 51–73. https://doi.org/10.1177/0008125618778853
Kurland, N. (2022). Mission alignment in the hybrid organization: The role of indirect support activities and an activity ecosystem. Social Enterprise Journal, 18(3), 519–540. https://doi.org/10.1108/SEJ-08-2021-0067
Kurtzleben, D. (2021). Top general defends studying critical race theory in the military. Morning Edition at National Public Radio. June 23. https://www.npr.org/2021/06/23/1009592838/top-general-defends-studying-critical-race-theory-in-the-military
Lemoine, G. J. (2020). EA COVID flash survey results. Personal communication, author’s PowerPoint copy, 16 July. 1–20.
Lemoine, G. J., & Blum, T. C. (2021). Servant leadership, leader gender, and team gender role: Testing a female advantage in a cascading model of performance. Personnel Psychology, 74(1), 3–28. https://doi.org/10.1111/peps.12379
Lemoine, G. J., Eva, N., Meuser, J. D., & Falotico, P. (2021). Organizational performance with a broader focus: The case for a stakeholder approach to leadership. Business Horizons, 64(4), 401–413. https://doi.org/10.1016/j.bushor.2020.10.007
Lemoine, G. J., Hartnell, C. A., & Leroy, H. (2019). Taking stock of moral approaches to leadership: An integrative review of ethical, authentic, and servant leadership. Academy of Management Annals, 13(1), 148–187. https://doi.org/10.5465/annals.2016.0121
Lemoine, G. J., Hora, S., & Watts, D. I. (2020). Reaching the head through the heart: Servant leadership, decision-making, and financial performance. Academy of Management Proceedings. https://doi.org/10.5465/AMBPP.2020.244
Liden, R. C., Wayne, S. J., Liao, C., & Meuser, J. D. (2014). Servant leadership and serving culture: Influence on individual and unit performance. Academy of Management Journal, 57(5), 1434–1452. https://doi.org/10.5465/amj.2013.0034
Liden, R. C., Wayne, S. J., Zhao, H., & Henderson, D. (2008). Servant leadership: Development of a multidimensional measure and multi-level assessment. The Leadership Quarterly, 19(2), 161–177. https://doi.org/10.1016/j.leaqua.2008.01.006
Liu, H. (2019). Just the servant: An intersectional critique of servant leadership. Journal of Business Ethics, 156, 1099–1112. https://doi.org/10.1007/s10551-017-3633-0
MacFarlane, K. (2017). A thousand CEOs: Relational thought, processual space, and Deleuzian ontology in human geography and strategic management. Progress in Human Geography, 41(3), 299–320. https://doi.org/10.1177/0309132516644514
Maddux, W. W., Lu, J. G., Affinito, S. J., & Galinsky, A. D. (2021). Multicultural experiences: A systematic review and new theoretical framework. Academy of Management Annals, 15(2), 345–376. https://doi.org/10.5465/annals.2019.0138
McCune Stein, A., & Ai Min, Y. (2019). The dynamic interaction between high-commitment HRM and servant leadership: A social exchange perspective. Management Research Review, 42(10), 1169–1186. https://doi.org/10.1108/MRR-02-2018-0083
Mertel, T., & Brill, C. (2015). What every leader ought to know about becoming a servant leader. Industrial and Commercial Training, 47(5), 228–235. https://doi.org/10.1108/ICT-02-2015-0013
Minnis, S. E., & Callahan, J. L. (2010). Servant leadership in question: A critical review of power within servant leadership. In HRD Research and Practice across Europe. 11th International Conference in the University of Pècs, Pècs, Hungary, 18, 1–20. https://www.ufhrd.co.uk/wordpress/wp-content/uploads/2010/08/8_4.pdf
Miska, C., & Mendenhall, M. E. (2018). Responsible leadership: A mapping of extant research and future directions. Journal of Business Ethics, 148(1), 117–134. https://doi.org/10.1007/s10551-015-2999-0
Neeley, T. B., & Reiche, B. S. (2022). How global leaders gain power through downward deference and reduction of social distance. Academy of Management Journal, 65(1), 11–34. https://doi.org/10.5465/amj.2019.0531
Nyberg, D., & Wright, C. (2022). Climate-proofing management research. Academy of Management Perspectives, 36(2), 713–728. https://doi.org/10.5465/amp.2018.0183
Patrnchak, J. M. (2016). Implementing servant leadership at Cleveland Clinic: A case study in organizational change. Servant Leadership Theory and Practice, 2(1), 36–48. https://csuepress.columbusstate.edu/sltp/vol2/iss1/3
Popli, S., & Rizvi, I. A. (2017). Leadership style and service orientation: The catalytic role of employee engagement. Journal of Service Theory and Practice, 27(1), 292–310. https://doi.org/10.1108/JSTP-07-2015-0151
Raelin, J. A. (2020). Hierarchy’s subordination of democracy and how to outrank it. Management Learning, 51(5), 620–633. https://doi.org/10.1177/1350507620928154
Reynolds, K. (2011). Servant-leadership as gender-integrative leadership: Paving a path for more gender-integrative organizations through leadership education. Journal of Leadership Education, 10(2), 155–171. https://doi.org/10.12806/V10/I2/RF8
Roberts, G. E. (2014a). Servant leader human resource management: A moral and spiritual perspective. Palgrave Macmillan. https://doi.org/10.1057/9781137428370
Roberts, G. E. (2014b). The SLHRM change management process and the barriers to effective change. In Servant leader human resource management (pp. 53–69). Palgrave Macmillan. https://doi.org/10.1057/9781137428370_3
Roberts, G. E. (2020). Servant leadership and change: A review of the literature. In S. Dhiman & J. Marques (Eds.), New horizons in positive leadership and change (pp. 33–64). Springer. https://doi.org/10.1007/978-3-030-38129-5_3
Ruwhiu, D., & Elkin, G. (2016). Converging pathways of contemporary leadership: In the footsteps of Māori and servant leadership. Leadership, 12(3), 308–323. https://doi.org/10.1177/1742715015626326
Sadler-Smith, E. (2013). Toward organizational environmental virtuousness. The Journal of Applied Behavioral Science, 49(1), 123–148. https://doi.org/10.1177/0021886312471856
Sadler-Smith, E., & Akstinaite, V. (2022). Human hubris, anthropogenic climate change, and an environmental ethic of humility. Organization & Environment, 35(3), 446–467. https://doi.org/10.1177/10860266211039000
Salas-Vallina, A. (2020). Towards a sustainable leader-follower relationship: Constructive dissensus, organizational virtuousness and happiness at work (HAW). Sustainability, 12(17), 7087. https://doi.org/10.3390/su12177087
Sandler, R., & Cafaro, P. (Eds.). (2005). Environmental virtue ethics. Rowman and Littlefield.
Scalzo, G., Akrivou, K., & Fernández González, M. J. (2022). A personalist approach to business ethics: New perspectives for virtue ethics and servant leadership. Business Ethics, the Environment and Responsibility. In press. https://doi.org/10.1111/beer.12435
Sendjaya, S., Sarros, J. C., & Santora, J. C. (2008). Defining and measuring servant leadership behaviour in organizations. Journal of Management Studies, 45(2), 402–424. https://doi.org/10.1111/j.1467-6486.2007.00761.x
Shipper, F. (Ed.). (2014). Shared entrepreneurship: A path to engaged employee ownership. Palgrave Macmillan. https://doi.org/10.1057/9781137405807
Sims, C. M. (2018). The diversity intelligent servant leader: Developing leaders to meet the needs of a diverse workforce. Advances in Developing Human Resources, 20(3), 313–330. https://doi.org/10.1177/1523422318778009
Sinnicks, M. (2018). Leadership after virtue: MacIntyre’s critique of management reconsidered. Journal of Business Ethics, 147, 735–746. https://doi.org/10.1007/s10551-016-3381-6
Sison, A. J. G., & Potts, G. W. (2022). Servant leadership and virtues from an Aristotelian viewpoint. In N. M. Pless & T. Maak (Eds.), Responsible leadership (pp. 245–261). Routledge. https://doi.org/10.4324/b22741-16
Solinger, O. N., Jansen, P. G., & Cornelissen, J. P. (2020). The emergence of moral leadership. Academy of Management Review, 45(3), 504–527. https://doi.org/10.5465/amr.2016.0263
Stoelhorst, J. W. (2017). Better than rational: A naturalistic view of economic governance. Complexity, Governance & Networks, 3(1), 7–21. https://doi.org/10.20377/cgn-39
Stone, A. G., Russell, R. F., & Patterson, K. (2004). Transformational versus servant leadership: A difference in leader focus. Leadership and Organization Development Journal, 25(4), 349–361. https://doi.org/10.1108/01437730410538671
Sun, J., Liden, R. C., & Ouyang, L. (2019). Are servant leaders appreciated? An investigation of how relational attributions influence employee feelings of gratitude and prosocial behaviors. Journal of Organizational Behavior, 40(5), 528–540. https://doi.org/10.1002/job.2354
Taulbert, C. (1997). Eight habits of the heart. Penguin.
Van Buren, H. J., Greenwood, M., Donaghey, J., & Reinecke, J. (2021). Agonising over industrial relations: Bringing agonism and dissensus to the pluralist frames of reference. Journal of Industrial Relations, 63(2), 177–203. https://doi.org/10.1177/0022185620962536
van Dierendonck, D. (2011). Servant leadership: A review and synthesis. Journal of Management, 37(4), 1228–1261. https://doi.org/10.1177/0149206310380462
van Dierendonck, D., & Patterson, K. (2015). Compassionate love as a cornerstone of servant leadership: An integration of previous theorizing and research. Journal of Business Ethics, 128(1), 119–131. https://doi.org/10.1007/s10551-014-2085-z
van Dierendonck, D., & Patterson, K. (2018). Practicing servant leadership: Developments in implementation. Palgrave Macmillan. https://doi.org/10.1007/978-3-319-75644-8
Vincent, S., Bamber, G. J., Delbridge, R., Doellgast, V., Grady, J., & Grugulis, I. (2020). Situating human resource management in the political economy: Multilevel theorising and opportunities for kaleidoscopic imagination. Human Resource Management Journal, 30(4), 461–477. https://doi.org/10.1111/1748-8583.12328
Waddock, S. (2016). Foundational memes for a new narrative about the role of business in society. Humanistic Management Journal, 1(1), 91–105. https://doi.org/10.1007/s41463-016-0012-4
Waddock, S. (2021). From economizing to ecologizing: Emerging an integrated perspective. Journal of Management, Spirituality & Religion, 18(6), 35–53. https://doi.org/10.51327/FJSB1004
Watkins, D., Earnhardt, M., Pittenger, L., Roberts, R., Rietsema, K., & Cosman-Ross, J. (2017). Thriving in complexity: A framework for leadership education. Journal of Leadership Education, 16(4), 148–163. https://doi.org/10.12806/V16/I4/T4
Whetstone, J. T. (2001). How virtue fits within business ethics. Journal of Business Ethics, 33, 101–114. https://doi.org/10.1023/A:1017554318867
Winkler, A. L. P., Brown, J. A., & Finegold, D. L. (2019). Employees as conduits for effective stakeholder engagement: An example from B corporations. Journal of Business Ethics, 160, 913–936. https://doi.org/10.1007/s10551-018-3924-0
Yoshida, D. T., Sendjaya, S., Hirst, G., & Cooper, B. (2014). Does servant leadership foster creativity and innovation? A multi-level mediation study of identification and prototypicality. Journal of Business Research, 67(7), 1395–1404. https://doi.org/10.1016/j.jbusres.2013.08.013
Author information
Authors and Affiliations
Corresponding author
Editor information
Editors and Affiliations
Rights and permissions
Copyright information
© 2023 The Author(s), under exclusive license to Springer Nature Switzerland AG
About this entry
Cite this entry
MacFarlane, I.D. (2023). A CEO’s Perspective on Servant Leadership Adoption: Part 2 – Change. In: Roberts, G.E. (eds) The Palgrave Handbook of Servant Leadership. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-031-01323-2_97
Download citation
DOI: https://doi.org/10.1007/978-3-031-01323-2_97
Published:
Publisher Name: Palgrave Macmillan, Cham
Print ISBN: 978-3-031-01322-5
Online ISBN: 978-3-031-01323-2
eBook Packages: Business and ManagementReference Module Humanities and Social SciencesReference Module Business, Economics and Social Sciences