Events

Multi-Level Assessment of the Individual- and Unit-Level Outcomes of Servant Leadership

Summary

Servant leaders guide followers to emulate the leader’s behavior by prioritizing the needs of others above their own.

Start Date

4th Mar 2016 1:00pm

End Date

4th Mar 2016 2:00pm

Venue

Harvard Lecture Theatre 2 (Hobart), and via videolink to D131 (Newnham)

RSVP / Contact Information

Enquiries: Sarah.Dawkins@utas.edu.au

Multi-Level Assessment of the Individual- and Unit-Level Outcomes of Servant Leadership

presented by

Professor Robert C. Liden

University of Illinois at Chicago
Four studies on servant leadership, unique among leadership approaches for its focus on bringing out the full potential in followers, are presented. The first was conducted in the United States, the second in France, the third in China, and the fourth in Singapore with samples including employees and managers of restaurants, hotels, and building construction material suppliers, as well as consultants, educators, and healthcare professionals. Together, the studies found support for a key tenet of servant leadership theory - that servant leaders guide followers to emulate the leader's behavior by prioritizing the needs of others above their own. In addition, as hypothesized, servant leadership directly or indirectly showed positive effects on unit performance (as assessed by financial outcomes, customer satisfaction and external audits), individual employee job performance, creativity, and customer service behaviors, and a negative relationship to turnover intentions. Same source common method bias was reduced by employing 6 sources of data across the 4 studies: employees, coworkers, managers, customers, internal audits by headquarters staff, and external audits by a consulting firm. In sum, the results show strong support for the positive effects of servant leadership on key individual and organizational outcomes.

About Robert C Liden
Robert C. Liden (Ph.D., University of Cincinnati) is Professor of Management at the University of Illinois at Chicago, where he is also Associate Dean of College of Business Doctoral Programs. He has served as a visiting professor at the Chinese University of Hong Kong, the Université Toulouse 1, France, and the Université Paris-Dauphine, France. His research focuses on interpersonal processes as they relate to such topics as leadership, groups, and career progression. He has over 100 publications, which have been cited over 24,000 times according to Google Scholar. He won awards (with coauthors) for the best article published in the Academy of Management Journal during 2001, the best article published in Human Resource Management during 2001, and the best organizational behavior article published in any journal during 2005 by the Organizational Behavior Division of the Academy of Management. In 2014 he won the Thomas A. Mahoney Mentoring Award for work with doctoral students sponsored by the Human Resource Management Division of the Academy of Management, and in 2015 he won the Academy of Management's Network of Leadership Scholars "Eminent Leadership Scholar Award". Professor Liden is currently serving on the editorial boards of the Academy of Management Review, Journal of Applied Psychology, Journal of Management, Leadership Quarterly, and Personnel Psychology. He was the 1999 Program Chair and 2000-01 Division Chair for the Academy of Management's Organizational Behavior Division.

For enquiries, please contact the Management discipline seminar convenor, Sarah.Dawkins@utas.edu.au.