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SLBS-6: Validation of a Short Form of the Servant Leadership Behavior Scale

Author

Listed:
  • Sen Sendjaya

    (Monash University)

  • Nathan Eva

    (Monash University)

  • Ivan Butar Butar

    (Sampoerna University)

  • Mulyadi Robin

    (Monash University)

  • Samantha Castles

    (Monash University)

Abstract

This paper reports the validation of a 6-item short form of the original 35-item Servant Leadership Behavior Scale, a widely used measure of servant leadership behavior. The holistic perspective of servant leadership and the inclusion of spirituality are two distinctive features of the SLBS relative to other servant leadership measures. Psychometric properties of the SLBS-6 were examined on the basis of seven studies. In the preliminary scale development, the factor structure of the new measure was tested using a combination of all samples (n = 3072). The subsequent seven studies were aimed at building further its construct validity relative to observed variables within the servant leadership nomological network in direct, mediating, and moderating relationships. Analyses of all datasets using MPlus with maximum-likelihood estimation provided support for the 6-item structure and demonstrated its internal consistency reliability, criterion-related validity, and construct validity. As such, the study presents the SLBS-6 as the shortest holistic measure of servant leadership to date that can be used with confidence for research and training purposes.

Suggested Citation

  • Sen Sendjaya & Nathan Eva & Ivan Butar Butar & Mulyadi Robin & Samantha Castles, 2019. "SLBS-6: Validation of a Short Form of the Servant Leadership Behavior Scale," Journal of Business Ethics, Springer, vol. 156(4), pages 941-956, June.
    • Handle: RePEc:kap:jbuset:v:156:y:2019:i:4:d:10.1007_s10551-017-3594-3
    DOI: 10.1007/s10551-017-3594-3
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    Cited by:

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    2. Eva, Nathan & Sendjaya, Sen & Prajogo, Daniel & Madison, Karryna, 2021. "Does organizational structure render leadership unnecessary? Configurations of formalization and centralization as a substitute and neutralizer of servant leadership," Journal of Business Research, Elsevier, vol. 129(C), pages 43-56.
    3. Dong Hu & Lei Mee Thien & Aidi Ahmi & Ahmed Mohamed, 2023. "The 100 Most-Cited Research Publications on Servant Leadership: A Bibliometric Analysis," SAGE Open, , vol. 13(3), pages 21582440231, August.
    4. Majid Ghasemy & Lena Frömbling, 2023. "A conditional time-varying multivariate latent growth curve model for the relationships between academics’ servant leadership behavior, affective commitment, and job performance during the Covid-19 pa," Quality & Quantity: International Journal of Methodology, Springer, vol. 57(5), pages 4657-4680, October.
    5. Dung Q. Tran & Larry C. Spears, 2020. "Servant-Leadership and Community: Humanistic Perspectives from Pope John XXIII and Robert K. Greenleaf," Humanistic Management Journal, Springer, vol. 5(1), pages 117-131, July.
    6. Larry M. Dooley & Amin Alizadeh & Shaoping Qiu & Hongchao Wu, 2020. "Does Servant Leadership Moderate the Relationship between Job Stress and Physical Health?," Sustainability, MDPI, vol. 12(16), pages 1-13, August.
    7. Hongchao Wu & Shaoping Qiu & Larry M. Dooley & Congying Ma, 2019. "The Relationship between Challenge and Hindrance Stressors and Emotional Exhaustion: The Moderating Role of Perceived Servant Leadership," IJERPH, MDPI, vol. 17(1), pages 1-15, December.
    8. Ximeng Jia & Chen Chen & Yaoqin Li & Mengyu Hao, 2023. "From childhood poverty to good boss: the impact of CEO's early-life experience on corporate employee responsibility," Asian Business & Management, Palgrave Macmillan, vol. 22(5), pages 1937-1961, November.

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