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The concept of “servant leadership” becomes increasingly relevant in organizations while the “authoritative leadership” style continues to be in place as one of the effective styles. The purpose of this paper is to explore which leadership style is perceived a preferred one in the public sector in Singapore. Empirical data come from a survey with school leaders in several school clusters in Singapore, with instruments designed by the researchers.

The paper is written up on the data drawn from the authors' research project. Both quantitative and qualitative analysis approaches were applied to analyzing the preference between “Servant leadership” and “Authoritative leadership” styles.

It was found in the study that servant leadership is more acceptable than authoritative leadership and that servant leadership is more effective because it reflects a better use of leaders' power. The findings are displayed in this paper to demonstrate comparisons in the acceptability of servant and authoritative styles.

The paper demonstrates the perceptions of organizational members towards the leadership styles with positive impact on their professional life. Drawing on the insights from the analyses, the paper provides organizational leaders with insights on the relevance and effectiveness of their leadership styles.

The paper is original and is the product of empirical research, with instruments designed by the researchers.

The purpose of this paper is to consider theoretically the relationships between performance management, a servant leadership style and leader gender, drawing from Hackman and Wageman's theory of team coaching to suggest a servant leadership style being optimally suited to support the different leadership roles enacted at different stages of the performance management cycle. While recent research suggests that female managers may be more likely to enact a servant leadership style, team and process‐level considerations have yet to be addressed. This paper aims to theoretically address this topic.

This paper is conceptual based on theory with literature review.

Because the theory of team coaching suggests differential leader task delivery at various points in the coaching process, servant leadership's individually‐centred approach is suited to team coaching, particularly in the execution of performance management coaching.

Since research suggests that women are more likely to employ a servant leadership style, this paper explores whether gender plays a role in team coaching.

This study makes a novel contribution by considering the influence of a servant leadership style at the leadership process and team levels.

This paper seeks to apply discriminate analysis to determine principal's leadership styles differences between genders in USA Midwest public schools. A distinction is to be made between “servant” (seen as aligned with emotional intelligence) and “traditional” (or top‐down) leadership. The debate between the traditional (or, top‐down) leadership approach, versus the servant (which is seen as aligned with emotional intelligence) leadership approach is ripe for investigation.

E‐mail based surveys from 445 responding public school principals comprised of men (n=265) and women (n=180) were quantitatively analyzed. The self‐selected sample for the study was drawn from public schools in three Midwest states in the USA. The inventory contained 40 content items prepared on a five‐point Likert scale and one demographic question. Content and construct validity were evaluated and significant difference tests were performed. The study sought to clarify which cluster of items from the Servant‐leadership Styles Inventory (SSI) best described gender membership and, thereby, proffered possibly gender oriented servant‐leadership styles utilizing discriminant function analysis methods.

This study has established that SSI items identified with Servant‐leadership dimension are reliable and valid; however items aligned with Traditional leadership dimensions were found to be less reliable and valid. Additionally these results have shown that Servant‐leadership items can be effective in differentiating between men and women principals. It is important to note that both men and women equally reported that they were reluctant to use Traditional leadership styles. No differences between genders in Traditional leadership styles usage were found. However, there were significant differences between men's and women's Servant‐leadership style usage.

Current research shows that men and women operate differently. What has been lacking, however, is an instrument that discriminated between male and female leadership styles. This study is bounded by the following limitations: by location, the study is restricted to USA Midwest practicing public school principals; to the gender based perceptions of principals in Midwest USA, other factors such a training, experience and longevity are unknown; and it is also unknown as to the instrument's cultural biases when applied to other countries and regions in the USA. However, the instrument may open opportunities for cultural and gender based leadership research studies when applied to new populations.

This paper reports the development of a new research instrument, the SSI. The instrument utilizes 20 traditional leadership styles and 20 servant leadership styles to query subjects. The instrument was found to be reliable and valid, especially the servant leadership items.

The paper shows that four Servant‐leadership styles lend understanding to the field, and help begin a discussion of feminine servant‐leadership style. These four newly identified styles are: daily reflection; consensus building; healing relationships; and drive sense of self worth. The feminine leader is more likely to hold and practice these values than male leaders.

The purpose of this study is to examine the extent to which promoting sense of community moderates the relationship between servant leadership style and socially responsible leadership (SRL) of public universities in Uganda.

The study adopted cross-sectional survey design to collect data at one point in time using self-administered questionnaires from 214 respondents to examine the relationship between servant leadership and socially responsible leadership with promoting sense of community as a moderator. The study used statistical package for social scientists (SPSS) PROCESS MACRO to establish clusters among the surveyed public universities and later a model was derived.

The study found a significant moderating effect of promoting sense of community on servant leadership and socially responsible leadership. Implying that investment in promoting sense of community creates awareness about the socially responsible leadership in public universities.

Managers of public universities need to pay keen interest in promoting sense of community to boost socially responsible leadership by building a strong servant leadership style through promoting sense of community for senior managers and leaders especially heads of departments, faculty deans and principals in public universities.

This study contributes to socially responsible leadership literature by advancing the idea that SRL is an important resource that enhances through instituting servant leadership and promoting sense of community in a complex environment. Ideally, servant leadership and promoting sense of community is one of the drivers of customer value, efficiency and effectiveness of public universities.

This study examines the effects of perceived leadership styles on the perceived creativity and innovation of public servants working in a rapidly developing country while shedding light on the internal causal dynamics of these effects.

Survey data are collected from 568 Qatari public servants working in a variety of public sector organizations. Data are analysed using structural equation modelling (SEM) employing SmartPLS.

A significant relationship between perceived leadership styles and public servants' self-perceived creativity is found, with psychological empowerment as a mediating variable. Public servants that perceive their leaders as conveying transformational, transactional and servant leadership styles are found to have significantly higher self-perceived creativity, whereas authentic leadership does not have a significant positive effect. This finding indicates that transformational, transactional and servant leadership styles appear to impact public servants' creativity. This impact corresponds with findings from research on the relationship between leadership styles and creativity in the private sector. The results of this study confirmed the mediating effect of psychological empowerment, apart from authentic leadership.

The findings shed light on the relationship between perceived leadership styles and the self-perceived creativity of public servants working in a rapidly developing country, its causal dynamics and how these effects relate to corresponding findings in the private sector. The ensuing practical implications offer guidelines on how to organize leadership to maximize creativity and innovation in the public sector, especially in rapidly developing countries.

This paper aims to examine how leadership style in audit firms influences audit quality. The paper further explores the mediating role of knowledge sharing in the relationship between leadership style and audit quality.

The present paper studies the effects of transformational and servant leadership styles on audit quality through knowledge sharing. Data are collected from 396 Iranian external auditors via a questionnaire.

The results show that both transformational and servant leadership style significantly influence audit quality through knowledge sharing. Moreover, the impact of transformational leadership style is stronger than the impact of servant leadership style.

In audit quality literature, little attention has been devoted to both leadership style and knowledge sharing. This paper develops a parsimonious model which shows how leadership style improves audit quality, and how knowledge sharing strengthens the impact of leadership style on audit quality. The results have important implications particularly for audit industry.

本文探討審計公司內的領導風格會如何影響審計質量; 本文亦進一步探索、在領導風格與審計質量的關聯上、知識共享所扮演的調節角色。

本文旨在研究透過知識共享、轉型領導風格和僕人式領導風格會如何影響審計質量。數據取自396名伊朗外聘審計員，方法是透過一份調查問卷而進行的。

研究結果顯示、轉型領導風格和僕人式領導風格兩者均會透過知識共享、影響著審計質量，而且，這影響是頗為顯著的。就影響的程度而言，轉型領導風格的影響則較僕人式領導風格的更為強烈。

在研究審計質量的文獻裡，學者對領導風格和知識共享這兩個課題均沒多大關注。本文建立了一個簡約模型，去顯示領導風格如何能改善審計質量，以及知識共享如何能增強領導風格對審計質量的影響。研究結果給予我們重要的啟示，尤對審計行業而言。

This paper aims to report the findings of a study examining the relationship between different leadership styles and engagement through the mediating role of proactive personality.

Servant leadership, paradoxical leadership, authentic leadership, employee engagement and proactive personality were assessed in an empirical study based on a sample of 348 military personnel in Spain. The questionnaire data were analyzed through SEM using EQS and bootstrapping analysis using the PROCESS macro for SPSS.

The results reveal that servant leadership style in officers partially impacts their cadets' engagement through proactive personality but that authentic and paradoxical leadership styles do not mediate the relationship. The authors also verify a direct relationship between proactive personality and engagement.

The study implications advance the literature on leadership in emphasizing new leadership styles to increase proactive personality and engagement in the military context. This study verifies the importance of military leaders fostering servant leadership as an antecedent of proactive personality. Finally, the authors show that servant leadership partially impacts engagement through proactive personality.

This study explores the relationship among servant, paradoxical and authentic leadership styles, proactive personality, and engagement – relationships that have not been explored theoretically and tested empirically in the military context.

This study examines the mediation effects of leaders' communication competency in the link between leadership styles (i.e. servant and transactional leadership) and employees' work engagement.

Cross-sectional survey data from 392 employees in 33 hotels in Bangladesh were collected. To analyze the data, structural equation modeling was adopted, and partial least squares (PLS) analysis was used.

Results of PLS analysis revealed that servant leaders and leaders' communication competency positively influence employees' work engagement. In boosting employees' work engagement, communication competency is an important tool for servant leadership but not for transactional leadership.

Hoteliers and managers may want to adopt a servant leadership style and develop effective leadership communication skills to increase employees' engagement at work.

This study introduces communication competency as a mediating mechanism between leadership styles and work engagement in the hospitality industry.

The progress of a nation is quite closely linked with the quality of education it offers its citizens. The onus of nurturing future leaders, the students, lies significantly with higher educational institutions (HEIs) and the academic staff associated with such institutions. Therefore, HEIs need so that these engaged employees may go on to look beyond regular extrinsic motivators to ensure employee engagement to mentor students effectively. In this study, we attempted to investigate the influence of an important predictor of employee engagement, leadership, specifically servant leadership style mediated through job satisfaction. A structured questionnaire was administered to the academic staff of the top 25 universities in India. The data collected and the proposed hypotheses were tested using structural equation modeling. The results confirmed that job satisfaction mediates the relationship between servant leadership and work engagement. The study offers insights into the importance of servant leadership to foster employee engagement and thereby institutional effectiveness in the educational sector.

This research mainly aims to test the impact of two leadership styles (ethical and servant leadership) on employee creativity; and to determine whether organizational citizenship behavior (OCB) mediates the relationships between them.

The paper relied on a quantitative research approach with a sample of 213 staff from public universities in the United Arab Emirates. In this paper, the partial least square approach (PLS-SEM) was employed in order to verify the proposed hypotheses.

The outcomes confirmed that OCB has a positive impact on employee creativity. Additionally, the findings indicated that ethical leadership positively affected OCB and employee creativity. It was also confirmed that servant leadership has a significant positive impact on OCB and employee creativity. Finally, the findings revealed that OCB fully mediates the linkages among servant and ethical leadership and employee creativity.

This paper acknowledges the existing gaps in the prior literature, and enables us to understand clearly about the significance of ethical as well as servant leadership in affecting employee creativity via OCB as a mediator.