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International Journal of Servant-Leadership

Abstract

Servant-leadership is too soft, too touchy-feely, too abstract! How can you measure its effects? Does it really make a difference in the life ofthe leader or the follower? What about productivity and profitability? What is the impact of servant-leadership on organizational objectives? After all, organizations exist to make money and they cannot meet the needs of people unless they do? So, does this philosophy of leadership really make a difference? These are the questions that critics and potential advocates alike lobby against the philosophy and practice of servant-leadership. To those who vehemently practice and defend the concept, these questions may seem irrelevant and even unnecessary. However, to those struggling with its validity, they represent significant stumbling blocks. Consequently, this article examines the status of the literature on servant-leadership in relation to empirical research on organizational outcomes. To begin with, impediments regarding servant-leadership are explored and discussed. Th~s is followed by a review of the literature related to servant-leadership and specific organizational outcomes.

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