仆人式领导研究的研究流、差距和机遇

IF 4.2 3区 管理学 Q2 MANAGEMENT
Mohammad Zarei, Magne Supphellen, Richard P. Bagozzi
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引用次数: 0

摘要

目的采用文献共引技术和三种聚类算法(潜在语义索引 (LSI)、对数似然比 (LLR) 和互信息索引 (MI)),对 50 年间 549 篇文章中的 24,030 条参考文献进行分析。研究结果聚类分析显示,可持续发展研究包括八个不同的子领域:(1) 可持续发展的概念化和测量;(2) 可持续发展和相关理论;(3) 可持续发展研究的方法论基础和实证扩展;(4) 可持续发展和相关理论在个人层面的认知效应;(5) 领导行为的 "温暖效应";(6) 有效领导的先决条件;(7) 可持续发展、市场营销、销售管理和道德;(8) 可持续发展、工作设计和工作投入。确定了未来研究的重要差距和机会。研究局限性/影响分析并未展示可持续发展研究的全貌。可持续土地研究人员子群所使用的有趣作品可能没有足够的引用次数,因而未被纳入研究结果。此外,文献计量分析并不能解释书籍、期刊和文章对可持续语言实践的影响。作者欢迎今后对 SL 实践中最具影响力的来源进行分析。作者希望以管理和实践为导向的书籍和期刊,如《国际仆人式领导期刊》(International Journal of Servant Leadership)和《仆人式领导理论与实践》(Servant Leadership Theory and Practice),能够在此类分析中发挥核心作用。对于研究人员和博士生来说,共同引用的聚类分析可以概括 SL 研究的子领域,并揭示文献中存在的重要知识空白。此外,追随者往往愿意为他人服务。原创性/价值以往的研究将可持续发展研究分为三大类或三个阶段。本文报告的联合引用聚类分析揭示了由八个不同子领域组成的有意义的结构。这些子领域中的知识空白代表了未来可持续发展研究的新机遇。作者还提出了一个新的 SL 研究子领域:激发和发展 SL 技能的教学方法。
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Research streams, gaps and opportunities in servant leadership research

Purpose

The purpose is to use co-citation analysis of servant leadership (SL) research to investigate the evolution of the field, its subfields, gaps and opportunities for future research in a systematic manner.

Design/methodology/approach

A document co-citation technique and three clustering algorithms (latent semantic index (LSI), the log-likelihood ratio (LLR) and the mutual information (MI) index) were employed to analyse 24,030 references from 549 articles spanning a period of 50 years.

Findings

Cluster analyses reveal that SL research consists of eight distinct subfields: (1) conceptualisation and measurement of SL; (2) SL and related theories; (3) methodological foundations and empirical expansion of SL research; (4) individual-level cognitive effects of SL and related theories; (5) “Warmth effects” of leadership behaviour; (6) antecedents of effective leadership; (7) SL, marketing, sales management and ethics and (8) SL, job design and work engagement. Important gaps and opportunities for future research are identified.

Research limitations/implications

The analyses do not show a complete picture of research on SL. Interesting works used by subgroups of SL researchers may not have enough citations to be included in the results. Moreover, bibliometric analyses do not explain the impact of books, journals and articles on the practice of SL. The authors welcome future analyses of the most influential sources of SL practice. The authors expect that managerial and practice-oriented books and journals, such as the International Journal of Servant Leadership and the Servant Leadership Theory and Practice, would play a central role in such analyses.

Practical implications

The discussions of the nature of SL, its effects and antecedents are useful to leaders who want to develop a SL style or assist others in developing it. For researchers and doctoral students, the cluster analyses of co-citations give an overview of the subfields of SL research and reveal important knowledge gaps in the literature.

Social implications

SL has several favourable effects on the motivation and psychological well-being of followers. Also, followers tend to adopt a willingness to serve.

Originality/value

Previous research has categorised SL research into three broad categories or phases. The cluster analyses of the co-citations reported here reveal a meaningful structure of eight distinct subfields. Knowledge gaps within the subfields represent novel opportunities for future research on SL. The authors also suggest a new subfield of SL research: pedagogical approaches to the motivation and development of SL skills.

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来源期刊
CiteScore
7.70
自引率
6.10%
发文量
72
期刊介绍: The journal addresses a broad range of topics which are relevant to organizations and reflective of societal developments. Public and private sector organizations alike face ongoing pressure to streamline activities, improve efficiency and achieve demanding organizational objectives. In this context, the ability of senior managers to understand the culture and dynamics of organizations and to deliver strong leadership during periods of change, could be the difference between organizational failure and success.
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