Servant Leadership in Government Institutions
Author:
Publisher
Springer International Publishing
Link
https://link.springer.com/content/pdf/10.1007/978-3-030-69802-7_53-1
Reference96 articles.
1. Adler, P. S. (2012). The sociological ambivalence of bureaucracy: From Weber via Gouldner to Marx. Organization Science, 23(1), 244–266.
2. Al-Asadi, R., Muhammed, S., Abidi, O., & Dzenopoljac, V. (2019). Impact of servant leadership on intrinsic and extrinsic job satisfaction. Leadership & Organization Development Journal, 40(4), 472–484. https://doi.org/10.1108/LODJ-09-2018-0337
3. Alhaqbani, A., Reed, D. M., Savage, B. M., & Ries, J. (2016). The impact of middle management commitment on improvement initiatives in public organizations. Business Process Management Journal, 22(5), 924–938. https://doi.org/10.1108/BPMJ-01-2016-0018
4. Barbuto, J. E., Jr., & Wheeler, D. W. (2006). Scale development and construct clarification of servant leadership. Group & Organization Management, 31(3), 300–326. Retrieved from https://search-proquest-com.ezproxy1.apus.edu/docview/203373307?accountid=8289
5. Bartels, K. P. R. (2009). The disregard for Weber’s herrschaft: The relevance of Weber’s ideal type of bureaucracy for the modern study of public administration. Administrative Theory & Praxis, 31(4), 447–478. https://doi.org/10.2753/ATP1084-1806310401
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