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Greenleaf (1970, 1977) generalized this set of behaviors as a leader’s desire to be “servant first” rather than “leader first”, putting others’ needs before their own.The field of servant leadership has grown over the years with a deepening understanding around the theological and philosophical implications, while empirically based studies linking servant leadership to business practice have emerged only recently.
Servant Leadership (SL) While the notion of servant leadership has been practiced since biblical times, the concept as a distinct management style has only been of interest in recent history.527), as well as a discussion on fairness in decision making and specific work related practices and policies, and quality customer service.All three practices heighten the willingness to learn more and to assist others outside of defined job roles (Walumbwa, Hartnell, & Oke, 2010).This led to our study of five research hypotheses: 1) Servant leadership is negatively related to competitive styles of conflict management; 2) Servant leadership is negatively correlated to avoidance styles of conflict management; 3) Servant leadership is positively related to collaborative styles of conflict management; 4) Servant leadership is positively correlated to accommodating styles of conflict management; 5) Servant leadership is positively related to compromising styles of conflict management.Review of the Literature Overview Our study considers the relationship between the variables of servant leadership and conflict management.By bringing servant leadership practices to conflict management styles, the consideration and development of the individual is considered as foundational to attaining a satisfactory resolution with any conflict.
Successful conflict resolution is beneficial for an organization as it positively affects job clarification, job satisfaction, and therefore better job performance.
Supervisors who engage in SL serve their employees by making sure they understand their work goals and have the tools at their disposal to engage in the process of completing those goals.
This in turn raises the level of team potency (Hu & Liden, 2011), facilitating a collaborative team environment.
Because of this, Susanj and Jakopec (2012) recommend managers be active in clarifying job requirements, providing direction as needed and rewards for good job performance, while at the same time setting an example of work ethic by creating optimistic vision that inspires problem-solving, and treating each team member with dignity and respect.
Putting it simply, “managers should practice (active) leadership and avoid avoiding it” (Susanj & Jakopec, 2012, p. Walumbwa, Hartnell, and Oke (2010) expand the idea of servant leadership from individual attributes to the organizational level conceptualizing it “as ambient behavior directed toward the leader’s entire work unit that is a common stimulus shared among group members” (p. This organizational servant leader culture can be expressed as “corporate integrity”. This is further highlighted when considering the fullness of integrity as character, truthfulness, honesty, and conscientiousness – all characteristics commonly attributed to servant leadership (Soye, 2011).
While OCBs can be developed naturally by working with the SL, formal training can facilitate positive organizational climates: “…servant leadership is instrumental in developing positive climates that can then be used to enhance employee citizenship behavior in organizations …