The paper aims to advance an understanding of the relationship between servant leadership and attachment styles. This paper provides a review of servant leadership and attachment styles to explain how this understanding can be used to confront challenges faced by leaders due to a crisis. A proposed conceptual model is posited to investigate the moderating effect of followers' attachment styles on the relationship between servant leadership and desired follower outcomes. Additionally, this study adds support to the criticism of the leader-centric approach of research by investigating the moderating role of followers' characteristics, such as followers' attachment styles. The practical implications of this study highlight how servant leadership can positively revolutionise relationships at work, thereby making it an interesting field for research and practice. Introduction The need for leadership arises out of the desire of organisations to accomplish their objectives in the most effective way. Organisations need effective leaders “to plan, organise, provide direction, and exercise control over organisational resources, material, and human, in order to achieve the organisation’s objectives” (Kanungo, 2001, p.257). Abusive supervision is the “subordinates’ perceptions of the extent to which superiors engage in the sustained display of hostile verbal and nonverbal behaviours, excluding physical contact” (Tepper, 2000. p.178) is a pervasive issue in workplaces today. Some major characteristic behaviours include invasion of privacy, inappropriately assigning blame, ridiculing publicly, rudeness, and taking undue credit (Tepper et al., 2006). Research has found abusive supervision is associated with lower employee job satisfaction, lower life satisfaction, lower normative and affective commitment, higher family-to-work conflict, higher employee depression, anxiety, and emotional exhaustion (Tepper, 2000). An employee’s view on what accounts for good leadership has dramatically changed. The idea of a hierarchical-oriented heroic leader with primary regard to shareholders needs to be replaced with leadership that is both virtuous and ethical, a leadership that prioritises altruism, humility, ethical behaviour, and agape love through service to other people (Van Dierendonck & Patterson, 2010). Servant Leadership might be able to deal with the challenges of our modern-day workplace, which may be the reason why organisations that implement servant leadership continue to rise (e.g., Southwest Airlines, Starbucks, Container Store, Zappos), thus encouraging more research into Servant Leadership (Eva et al., 2019). STACY MENEZES GOA, INDIA
{"title":"Power of Attachment Styles in Servant Leadership: A Conceptual Paper","authors":"Stacy Menezes","doi":"10.22543/1948-0733.1456","DOIUrl":"https://doi.org/10.22543/1948-0733.1456","url":null,"abstract":"The paper aims to advance an understanding of the relationship between servant leadership and attachment styles. This paper provides a review of servant leadership and attachment styles to explain how this understanding can be used to confront challenges faced by leaders due to a crisis. A proposed conceptual model is posited to investigate the moderating effect of followers' attachment styles on the relationship between servant leadership and desired follower outcomes. Additionally, this study adds support to the criticism of the leader-centric approach of research by investigating the moderating role of followers' characteristics, such as followers' attachment styles. The practical implications of this study highlight how servant leadership can positively revolutionise relationships at work, thereby making it an interesting field for research and practice. Introduction The need for leadership arises out of the desire of organisations to accomplish their objectives in the most effective way. Organisations need effective leaders “to plan, organise, provide direction, and exercise control over organisational resources, material, and human, in order to achieve the organisation’s objectives” (Kanungo, 2001, p.257). Abusive supervision is the “subordinates’ perceptions of the extent to which superiors engage in the sustained display of hostile verbal and nonverbal behaviours, excluding physical contact” (Tepper, 2000. p.178) is a pervasive issue in workplaces today. Some major characteristic behaviours include invasion of privacy, inappropriately assigning blame, ridiculing publicly, rudeness, and taking undue credit (Tepper et al., 2006). Research has found abusive supervision is associated with lower employee job satisfaction, lower life satisfaction, lower normative and affective commitment, higher family-to-work conflict, higher employee depression, anxiety, and emotional exhaustion (Tepper, 2000). An employee’s view on what accounts for good leadership has dramatically changed. The idea of a hierarchical-oriented heroic leader with primary regard to shareholders needs to be replaced with leadership that is both virtuous and ethical, a leadership that prioritises altruism, humility, ethical behaviour, and agape love through service to other people (Van Dierendonck & Patterson, 2010). Servant Leadership might be able to deal with the challenges of our modern-day workplace, which may be the reason why organisations that implement servant leadership continue to rise (e.g., Southwest Airlines, Starbucks, Container Store, Zappos), thus encouraging more research into Servant Leadership (Eva et al., 2019). STACY MENEZES GOA, INDIA","PeriodicalId":203965,"journal":{"name":"The Journal of Values-Based Leadership","volume":"54 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-06-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123284822","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
This paper systematically reviews the literature on values-based leadership (VBL) theories by analyzing 161 studies published in different peer-review journals from 2000 to 2022. The study first identified the literature on VBL and found that the terms “values-oriented, valuescentered, or value-based” leadership are used interchangeably as a roof term for various theories focusing on the moral, authentic, principled, and ethical dimensions of leadership. The literature on leadership offers different types of leadership theories that constitute VBL, but we focused on six leadership theories that are widely cited as forms of VBL and have a strong theoretical background. The key theoretical components of each theory were then compared to pinpoint how they relate to the other forms of VBL theories. Our results from the comparative analysis revealed that transformational leadership is a broader theory and many of the core dimensions of the other five VBL theories overlap with the essential theoretical components of transformational leadership which raises a question on their distinctiveness as separate theories. Based on our literature review, we offered our conceptualization of VBL to bring more clarity and harmonization to the concept. Finally, we presented a conclusion and forwarded an agenda for future research. Introduction Leadership is one of the most researched areas in organizational studies and leadership researchers are persistently looking at the key constructs of leadership. Hence, today’s leadership theories have evolved over time, and the theory of leadership has been changing from time to time; Grint (2011:13) mentioned that “leadership has been always related to the cultural mores that prevail at the time, and what appears ‘normal’ at one time can often appear extraordinarily naive when considered retrospectively.” Over the last few decades, SIMON TAREKE ABAY ADDIS ABABA, ETHIOPIA JORGE F. S. GOMES LISBON, PORTUGAL ABEBA BEYENE MENGISTU ADDIS ABABA, ETHIOPIA
{"title":"A Comparative Analysis of Values-Based Leadership Theories: A Review and Future Research Agenda","authors":"S. Abay, J. Gomes, A. Mengistu","doi":"10.22543/1948-0733.1457","DOIUrl":"https://doi.org/10.22543/1948-0733.1457","url":null,"abstract":"This paper systematically reviews the literature on values-based leadership (VBL) theories by analyzing 161 studies published in different peer-review journals from 2000 to 2022. The study first identified the literature on VBL and found that the terms “values-oriented, valuescentered, or value-based” leadership are used interchangeably as a roof term for various theories focusing on the moral, authentic, principled, and ethical dimensions of leadership. The literature on leadership offers different types of leadership theories that constitute VBL, but we focused on six leadership theories that are widely cited as forms of VBL and have a strong theoretical background. The key theoretical components of each theory were then compared to pinpoint how they relate to the other forms of VBL theories. Our results from the comparative analysis revealed that transformational leadership is a broader theory and many of the core dimensions of the other five VBL theories overlap with the essential theoretical components of transformational leadership which raises a question on their distinctiveness as separate theories. Based on our literature review, we offered our conceptualization of VBL to bring more clarity and harmonization to the concept. Finally, we presented a conclusion and forwarded an agenda for future research. Introduction Leadership is one of the most researched areas in organizational studies and leadership researchers are persistently looking at the key constructs of leadership. Hence, today’s leadership theories have evolved over time, and the theory of leadership has been changing from time to time; Grint (2011:13) mentioned that “leadership has been always related to the cultural mores that prevail at the time, and what appears ‘normal’ at one time can often appear extraordinarily naive when considered retrospectively.” Over the last few decades, SIMON TAREKE ABAY ADDIS ABABA, ETHIOPIA JORGE F. S. GOMES LISBON, PORTUGAL ABEBA BEYENE MENGISTU ADDIS ABABA, ETHIOPIA","PeriodicalId":203965,"journal":{"name":"The Journal of Values-Based Leadership","volume":"37 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-06-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132318943","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"King Charles' Character Education: His Australian School, now and then","authors":"E. Summerfield","doi":"10.22543/1948-0733.1459","DOIUrl":"https://doi.org/10.22543/1948-0733.1459","url":null,"abstract":"","PeriodicalId":203965,"journal":{"name":"The Journal of Values-Based Leadership","volume":"307 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-06-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132634961","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Leaders of Character Model Values-Based Leadership","authors":"A. Lumpkin","doi":"10.22543/1948-0733.1464","DOIUrl":"https://doi.org/10.22543/1948-0733.1464","url":null,"abstract":"","PeriodicalId":203965,"journal":{"name":"The Journal of Values-Based Leadership","volume":"19 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-06-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125842922","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Book Review: Scaling People: Tactics for Management and Company Building","authors":"Carl L. Tolbert","doi":"10.22543/1948-0733.1465","DOIUrl":"https://doi.org/10.22543/1948-0733.1465","url":null,"abstract":"","PeriodicalId":203965,"journal":{"name":"The Journal of Values-Based Leadership","volume":"88 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-06-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114402071","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
The influence of Black women leaders in this country and throughout the world in corporate, political, educational, and religious settings has existed for years (Allen & Lewis, 2016). The most recent election of both Joe Biden and Kamala Harris is a testament to that as their wins have been largely attributed to the leadership, efforts, and mobilization of Black women. Yet, Black women’s leadership challenges and experiences have remained largely ignored as studies of leadership have typically centered on whites and males (Allen & Lewis, 2016). Further, despite their contributions, Black women have remained underrepresented in most key leadership positions in all segments of society. Nowhere is this seen more than in the Black church where leadership is male dominated (Barnes, 2006). Though women comprise much of the congregation, they hold very few leadership positions. This forces the question that must be asked, if she is called, then why can’t she come? This paper seeks to examine these ongoing issues through the lenses of Critical Race Feminism (CRF) and to provide recommendations that aim to further leadership advancement for Black clergywomen. This paper argues that Critical Race Feminism provides a viewpoint that focuses on feminism, race, and power to understand the multiplicity of leadership inequality in the Black church by extending the discussion of Black women leadership challenges in the church beyond race to gender subordination. Introduction Though women comprise much of the congregation, they hold very few leadership positions. According to data released in the State of Clergywomen in the U.S.: A Statistical Update, 2018, women account for 50 to 75 percent of the Black church membership, yet only comprise 10% of leadership roles in the church and less than 1 percent of the senior pastor roles. The preacher announces that “the doors of the church are open” after each sermon. Many Christians believe that the call to accept Jesus Christ as one’s Lord and Savior is an invitation to salvation for worshipers. It serves as an invitation to accept Christ’s grace. Yet, even though it is advertised as a warm invitation for everyone to attend, it appears that it might contain certain restrictions. Will a woman who wants to preach be accepted by the Christian-based Church? Does it treat her with admiration or disdain? Is her gender the reason she is being rejected? If the church’s doors were truly open, there would be a higher number of women pastors in the Black church than there are today. Further, they face numerous barriers and challenges based on perceptions of incompetency that limit their opportunities to lead and places constraints on leadership mobility. Cook and Glass (2014) refer to this as the “glass cliff.” Also, their leadership effectiveness is often measured through the eyes of Black males, which are tainted by old age stereotypes, and antiquated thoughts of leadership incapability (McKenzie, 1996; Hobson, 2013). This CHRIST
{"title":"A Different Perspective: Examining Obstacles Faced By Black Clergywomen Through The Lenses of Critical Race Feminism","authors":"Christin Rudolph","doi":"10.22543/1948-0733.1454","DOIUrl":"https://doi.org/10.22543/1948-0733.1454","url":null,"abstract":"The influence of Black women leaders in this country and throughout the world in corporate, political, educational, and religious settings has existed for years (Allen & Lewis, 2016). The most recent election of both Joe Biden and Kamala Harris is a testament to that as their wins have been largely attributed to the leadership, efforts, and mobilization of Black women. Yet, Black women’s leadership challenges and experiences have remained largely ignored as studies of leadership have typically centered on whites and males (Allen & Lewis, 2016). Further, despite their contributions, Black women have remained underrepresented in most key leadership positions in all segments of society. Nowhere is this seen more than in the Black church where leadership is male dominated (Barnes, 2006). Though women comprise much of the congregation, they hold very few leadership positions. This forces the question that must be asked, if she is called, then why can’t she come? This paper seeks to examine these ongoing issues through the lenses of Critical Race Feminism (CRF) and to provide recommendations that aim to further leadership advancement for Black clergywomen. This paper argues that Critical Race Feminism provides a viewpoint that focuses on feminism, race, and power to understand the multiplicity of leadership inequality in the Black church by extending the discussion of Black women leadership challenges in the church beyond race to gender subordination. Introduction Though women comprise much of the congregation, they hold very few leadership positions. According to data released in the State of Clergywomen in the U.S.: A Statistical Update, 2018, women account for 50 to 75 percent of the Black church membership, yet only comprise 10% of leadership roles in the church and less than 1 percent of the senior pastor roles. The preacher announces that “the doors of the church are open” after each sermon. Many Christians believe that the call to accept Jesus Christ as one’s Lord and Savior is an invitation to salvation for worshipers. It serves as an invitation to accept Christ’s grace. Yet, even though it is advertised as a warm invitation for everyone to attend, it appears that it might contain certain restrictions. Will a woman who wants to preach be accepted by the Christian-based Church? Does it treat her with admiration or disdain? Is her gender the reason she is being rejected? If the church’s doors were truly open, there would be a higher number of women pastors in the Black church than there are today. Further, they face numerous barriers and challenges based on perceptions of incompetency that limit their opportunities to lead and places constraints on leadership mobility. Cook and Glass (2014) refer to this as the “glass cliff.” Also, their leadership effectiveness is often measured through the eyes of Black males, which are tainted by old age stereotypes, and antiquated thoughts of leadership incapability (McKenzie, 1996; Hobson, 2013). This CHRIST","PeriodicalId":203965,"journal":{"name":"The Journal of Values-Based Leadership","volume":"49 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-06-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131531958","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"\"Splaining\" -- What It Is and Why It Matters","authors":"C. Okpala, Tangela Rutledge, Cam Caldwell","doi":"10.22543/1948-0733.1476","DOIUrl":"https://doi.org/10.22543/1948-0733.1476","url":null,"abstract":"","PeriodicalId":203965,"journal":{"name":"The Journal of Values-Based Leadership","volume":"6 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-06-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"133904234","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Lessons from History: The Remarkable Leadership of Eleanor Roosevelt and Why It Matters Today (Part 2)","authors":"Emilio F Iodice","doi":"10.22543/1948-0733.1471","DOIUrl":"https://doi.org/10.22543/1948-0733.1471","url":null,"abstract":"","PeriodicalId":203965,"journal":{"name":"The Journal of Values-Based Leadership","volume":"10 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-06-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114287294","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
{"title":"Book Review: Practical Innovation in Government: How Front-Line Leaders Are Transforming Public-Sector Organizations","authors":"Elizabeth F. R. Gingerich","doi":"10.22543/1948-0733.1475","DOIUrl":"https://doi.org/10.22543/1948-0733.1475","url":null,"abstract":"","PeriodicalId":203965,"journal":{"name":"The Journal of Values-Based Leadership","volume":"3 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2023-06-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"132238163","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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