The Servant Leadership Survey: Development and Validation of a Multidimensional Measure

Purpose: The purpose of this paper is to describe the development and validation of a multi-dimensional instrument to measure servant leadership. Design/Methodology/Approach Based on an extensive literature review and expert judgment, 99 items were formulated. In three steps, using eight samples totaling 1571 persons from The Netherlands and the UK with a diverse occupational background, a combined exploratory and confirmatory factor analysis approach was used. This was followed by an analysis of the criterion-related validity. Findings: The final result is an eight-dimensional measure of 30 items: the eight dimensions being: standing back, forgiveness, courage, empowerment, accountability, authenticity, humility, and stewardship. The internal consistency of the subscales is good. The results show that the Servant Leadership Survey (SLS) has convergent validity with other leadership measures, and also adds unique elements to the leadership field. Evidence for criterion-related validity came from studies relating the eight dimensions to well-being and performance. Implications: With this survey, a valid and reliable instrument to measure the essential elements of servant leadership has been introduced. Originality/Value The SLS is the first measure where the underlying factor structure was developed and confirmed across several field studies in two countries. It can be used in future studies to test the underlying premises of servant leadership theory. The SLS provides a clear picture of the key servant leadership qualities and shows where improvements can be made on the individual and organizational level; as such, it may also offer a valuable starting point for training and leadership development

You, we, and I - Relationships between verbal expressions of communality and dyadic conflict behavior

Forty-eight individuals were asked to participate in dyadic role plays that were recorded on videotape and transcribed. The tapes were scored on effectiveness of conflict management, and the transcriptions were scored on integrative and distributive conflict behavior, perceived friendliness, and the use of words of communality (''we,'' ''us''). In line with the hypotheses, correlation and regression analyses demonstrated positive relations with the use of words of communality and integrative conflict behavior and with effectiveness of conflict management. On the basis of only 7% of all words used in the conversations, variance in conflict behaviors and friendliness could be assessed for about 50%

You, we, and I - Relationships between verbal expressions of communality and dyadic conflict behavior

Forty-eight individuals were asked to participate in dyadic role plays that were recorded on videotape and transcribed. The tapes were scored on effectiveness of conflict management, and the transcriptions were scored on integrative and distributive conflict behavior, perceived friendliness, and the use of words of communality (''we,'' ''us''). In line with the hypotheses, correlation and regression analyses demonstrated positive relations with the use of words of communality and integrative conflict behavior and with effectiveness of conflict management. On the basis of only 7% of all words used in the conversations, variance in conflict behaviors and friendliness could be assessed for about 50%

Job resources buffer the impact of job demands on burnout

This study tested and refined the job demands-resources model, demonstrating that several job resources play a role in buffering the impact of several job demands on burnout. A total of 1,012 employees of a large institute for higher education participated in the study. Four demanding aspects of the job (e.g., work overload, emotional demands) and 4 job resources (e.g., autonomy, performance feedback) were used to test the central hypothesis that the interaction between (high) demands and (low) resources produces the highest levels of burnout (exhaustion, cynicism, reduced professional efficacy). The hypothesis was rejected for (reduced) professional efficacy but confirmed for exhaustion and cynicism regarding IX out of 32 possible 2-way interactions (i.e., combinations of specific job demands and resources)