Since its introduction into the leadership and management literatures by Greenleaf, servant leadership has harbored the potential to act as an intellectual and emotional bridge between worldviews. Development of this bridging structure offers enormous heuristic utility for organizations entering new, international markets. Such organizations must attend to the social and cultural norms of the peoples with whom they interact or face possible conflict between incommensurate worldviews and probable failure in those markets. Hofstede’s cultural typology has been used by organizations for many years as a framework for understanding national cultures at a high level. This study combines Hofstede’s typology with Hebert’s compression of Laub’s six servant leadership subscores, (a) values people, (b) develops people, (c) builds community, (d) displays authenticity, (e) provides leadership, and (f) shares leadership, into the single factor, servant leadership, to arrive at filtering criteria for the World Values Survey (2006) dataset. The result is an instrument of 35 World Values Survey variables covering 3,282 respondents from 23 countries in the Northern Hemisphere. These 35 variables are used to construct a Servant Leadership Index (SLI) intended to measure servant leadership at the general study level. Statistical procedures are used to explore relationships between Hofstede’s cultural typology dimensions Power Distance (PDI), Individualism and Collectivism (IDV), Masculinity and Femininity (MAS), and Uncertainty Avoidance (UAI) and the SLI at the study level. Along with this, the influences of several WVS demographic variables upon the SLI are computed. The outcomes of this study are centered on the correlative and influential relationships gender has upon the applicability of servant leadership to the sample population.
|Adviser||Theodore C. Kariotis|
|Subjects||Cultural anthropology; Management; Organizational behavior|
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