McCuddy, Michael K.; Cavin, Matthew C.
September 2008
Review of Business Research;2008, Vol. 8 Issue 4, p107
Academic Journal
Servant leadership is an increasingly popular concept that fuses being a servant with being a leader. In this paper, servant leadership ? which is characterized by active listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to growth, and community-building -- is conceptualized as being grounded in the leader's Fundamental Moral Orientation (selfishness, self-fullness, or selflessness). Servant leadership is also viewed as a significant contributor to leadership effectiveness. We propose three sets of hypotheses that link Fundamental Moral Orientations (FMO) in leaders' personal lives and work lives to the exhibition/practice of servant leadership behaviors, and one set of hypotheses that connect the exhibition/practice of servant leadership behaviors to leadership effectiveness. For the FMO/servant leadership relationships, empirical results strongly support one hypothesis set and provide limited support the other two. Compelling support exists for the hypothesis set regarding the servant leadership/leadership effectiveness linkage.


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