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This chapter provides personal – co-autoethnographic – reflections on the journey of authenticity development and servant leadership through the lens of the relational proximity framework. The authors look back on their combined 90 years of experience working in three areas: the creation of jobs and livelihoods; peace and reconciliation; and the environment and the development of a sustainable economy. Lefroy and Woollcombe maintain that young people should be introduced to the principles of servant leadership early and throughout their education as part of their empowerment and confidence-building processes and suggest three avenues for research: servant leadership in practice, innovative curriculum development and work relationship measurement.

This chapter employs analytic autoethnography to explore and reflect on the author's quest for meaning and whether this redefines or undermines the concept of authenticity as interpreted by the primary advocates of authentic leadership. The data start from author's studies in the Air Force Engineering Military Academy. Turcan develops the typology of search for meaning and its four types: dreamlanding; self-actualising; missing out; and self-transcending. The meaning of life is conspicuously absent from the authentic leadership literature and yet if a leader does not address it how can they function effectively as a leader? This typology may guide future research at this intersection.

In this chapter, the author explains the three components of Trilogy of Taoist Leadership – responsible business, responsible management and responsible leadership. The concepts of business, management and leadership are defined from multiple angles, including an etymological perspective. The historical origins and evolution of these three areas are explored to provide a comprehensive understanding. The chapter concludes with a discussion of the interconnections among the trilogy's components and illustrates how the trilogy can contribute to the development of sustainable organizations.

The traditional Chinese culture has always emphasized the authority of leaders and their “top-down” influence over subordinates tangled with “bottom-up” management. Paternalistic leadership can both nurture and restrict growth in mega-construction projects, due to the unique consequences (i.e. positive vs negative implications) for project teams. Hence, the present study aimed to explore the impact of paternalistic leadership (PL), team members’ voice (TMV) and team resilience (TR) on the mega-construction project success (MPS) in China's Belt and Road Initiative (BRI).

A surveyed-based sample of project professionals (N = 563) directly linked with the BRI was employed for statistical estimations with partial least squares (PLS) structural equation modeling (SEM).

Paternalistic leadership styles, including authoritarian leadership (AL), moral leadership (ML) and benevolent leadership (BL), significantly influence the mega-construction project success in BRI. The findings empirically validated that both BL and ML increase the likelihood of mega-construction project success. However, AL could impose a threat through its underlying negative influence. In addition, leaders with benevolence and morality have a positive influence on TMV and TR, while leaders with authoritarianism signal a negative impact. Furthermore, both TMV and TR significantly and positively mediate the relationships between AL-MPS (Model-1), BL-MPS (Model-2) and ML-MPS (Model-3), respectively.

The present study is a groundbreaking endeavor that fills a crucial research gap by investigating mega-construction project success in the BRI through paternalistic leadership, project team members' voice and team resilience in a multi-mediation model. These novel findings offer valuable strategic insights for managing mega-construction projects in countries with paternalistic solid cultural foundations, enabling project managers to navigate cultural nuances and optimize megaproject outcomes.

The paper investigates the moderating model of servant leadership (SL), customer citizenship behaviour (CCB) and Altruistic Work Value (AWV) among employees of 1-star and 2-star rated family hotels in Ghana.

Four hundred and fifty-two (452) respondents took part in the study. The respondents were selected using a convenient sampling technique and completed a self-reported questionnaire. Data were analysed using Partial Least Square Based Structural Equation Modelling (PLS-SEM).

Results of the study reveal that SL positively predicts customers’ Organisational Citizenship Behaviours (OCB). In addition, AWVs (1) directly influence customer OCB and (2) further moderate the nexus of SL and customer OCB.

Management of 1-star and 2-star family hotels should continuously monitor and evaluate employees' AWVs so that such behaviours can be constantly reinforced to retain them within their enterprise.

This paper is one of the pioneers to have tested a model including SL, OCB-C and AWVs in a family hotel context.

This article illustrates the transformational nature of servant leadership and its capacity to empower and develop others. In it, I recount my close relationship with a high school mentor who embodied the key tenants of Greenleaf’s (1970) servant leadership philosophy. I also advocate for others to provide mentorship and support in a similar fashion.

This Origins contribution was constructed as a reflective narrative in response to a mentorship experience earlier in my life.

A mentorship experience from my youth profoundly shaped my approach to leadership and teamwork that I still embrace to this day. Readers are asked to consider the power of servant leadership in their own lives.

Students of leadership can utilize this reflective essay as a touchstone for further classroom discussion.