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The Makings of a Servant Leader

In: The Palgrave Handbook of Servant Leadership

Author

Listed:
  • Joshua E. Cogswell

    (Nicholls State University)

  • Chad J. Marshall

    (U.S. Army Space and Missile Defense Command)

  • Lonnie D. Smith

    (Pensacola Christian College)

Abstract

In recent years, scholarship on the concept of servant leadership has advanced considerably. Psychometrically sound scales (Liden RC, Wayne SJ, Zhao H, Henderson D. The Leadership Quarterly 19:161–177, 2008; Van Dierendonck D, Nuijten I. Journal of Business and Psychology 26(3):249–-267, 2011) have been developed to measure the construct and it has been found to be positively related to a range of desirable work outcomes (Eva N, Robin M, Sendjaya S, van Dierendonck D, Liden RC. The Leadership Quarterly 30:111–132, 2019). However, much less is known about how servant leadership develops and who might make for an effective servant leader. While several conceptual articles have offered promising directions for inquiry, there has been much less empirical work to examine these relationships. Based on the trait approach to leadership, the purpose of the current chapter is to focus specifically on the characteristics of the servant leader. To do this, we review the existing literature, identify additional leader dispositional traits and values that may be associated with servant leadership, and we offer suggestions for future research.

Suggested Citation

  • Joshua E. Cogswell & Chad J. Marshall & Lonnie D. Smith, 2023. "The Makings of a Servant Leader," Springer Books, in: Gary E. Roberts (ed.), The Palgrave Handbook of Servant Leadership, chapter 3, pages 43-68, Springer.
    • Handle: RePEc:spr:sprchp:978-3-031-01323-2_3
    DOI: 10.1007/978-3-031-01323-2_3
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