Servant leadership

1. Servant leadership is a leadership process in which the main task is to provide service to the followers. It considers whether followers have autonomy in the work process, whether they are restricted by their superiors, and how satisfactorily the disadvantaged and less privileged people in the organization are treated. The main focus of Servant Leadership is on the development of the follower's competencies in the organization.

2.

(1) GLOBE refers to the Global Leadership and Organizational Behavior Effectiveness Study. The GLOBE study categorizes leadership behaviors into nine areas based on culture, reflecting the differences in leadership by culture.

(2) Performance Orientation; Assertiveness; Future Orientation; Humane Orientation; Institutional Collectivism; In-Group Collectiveness; Gender Egalitarianism; Power Distance; Uncertainty Avoidance

3.

(1) In-Group Collectivism: The degree of pride, loyalty and sense of belonging and cohesiveness that a person expresses in words or actions in the organization or family in which he or she lives. as a whole, and followers will be more aligned with the organization's goals. The more cohesive the organization is, the more willing the followers will be to work hard to achieve the organizational goals.

(2) Performance Orientation: The extent to which the collective rewards are provided based on the improved performance and excellence of members within the organization, indicating whether the organization will provide rewards and the extent to which they will be provided.

(3) Power Distance: The degree of collective and community acceptance of status differences and power dominance, indicating the degree to which people submit to the rights of the leader. the greater the degree of power distance, the greater the power gap. The smaller the power distance, the more willing the followers will be to participate in the work process, they will be willing to express their ideas and expect the leader to respect their ideas.

4.

Legitimate Power: In a high power distance culture, there is a high level of recognition of the power gap. Therefore, in organizations where superiors dominate, leaders derive their power from their formal position in the organization's upper register. Followers recognize the legitimacy of authority and will follow the leader's orders because of the status and power gap.

Reward Power: In a high power distance culture, there is a large power range gap between followers and leaders, and the organization's pay and rewards are controlled by the leader. As a result, the leader's power followers want higher income rewards and the leader's complete control over the reward system. Followers will work hard because they want rewards that