Maria Pressentin

The purpose of this study is to explore the followers' perspective of genuine servant leadership (GSL)'s impact on them and its direct relationship to work intentions in Asian high-power distance and collectivist cultures. The study found six follower manifestations when experiencing genuine servant leader behaviors from their leader, three towards the organization and three towards the leaders. Followers are more willing to 1) voice-out ideas and concerns, 2) develop others, 3) recognize their choice in decision making (manifestation towards the organization). As followers respect their leader-follower relations, they tend to 4) voluntarily emulate their leader, 5) trust their leader, and 6) determine to follow their leader willingly (manifestation towards the leader). The six manifestations contribute to followers' intent to perform, endorse, provide discretionary effort, stay, and contribute to OCB. The research sought to understand the leader-follower interactions and intricacies contributing to the manifestations of follower intentions in Asia.

Uncommon to other well-known leadership models, servant leadership explicitly states that the leader serves as steward by focusing the needs of the follower, whilst growing the followers' autonomy. Consequentially, followers increase in capabilities and collaboration, strengthen the leader-follower relationships through partnership, generating decisions that can withstand challenges and sustain organizational success. The purpose of this chapter is to convey the applicability of this universal leadership model, illustrating how it would support culturally diverse case studies. Research has already stated that servant leadership is beneficial to Millennials. Little literature has focused on how to operationalize it for the younger generation. Barbuto Jr. and Gottfredson mentioned the vital necessity to train Millennials in servant leadership behaviors. This chapter highlights how servant leadership might be applied based on Van Dierendonck's and Van Dierendonck and Nuijten's research on Millennials in Asia.

Organizational cultural dilemmas have shown a lack of psychological safety and sense of belonging, which may be positively impacted by the application of combined servant leader (SL) and inclusive leader (IL) behaviors. SL focuses on serving others' needs first, embracing the individual's strength, and stirring towards inclusiveness. Controversy exists in the literature regarding SL's ability to promote inclusiveness in the workplace. This chapter explores factors that link SL and IL from the angles of others-focused orientation and of psychological safety, empowering uniqueness and sense of belonging in followers. A framework of inclusive servant leader (ISL) is explored. This study is significant. As younger generations enter the workforce demanding more equitable leadership treatment, servant and inclusive behaviors have come to the forefront of organizational attention; nevertheless, its application is still in its infancy. A multiple case study research was conducted.

Effective leadership is a major influence in the value creation for the success and sustainability required for organizations to thrive. Servant leader, or service minded-behaving leader, motivation and interactions tend to promote exemplary performance and collaboration in organizations. This is a 21st century must-have workplaceapplicable style to develop cohesive high performing teams, purposeful and engaging environments, and build trust and organization vitality. Key Factors and Use Cases of Servant Leadership Driving Organizational Performance provides findings and recommendations to support practical application of servant leadership theory for the 21st century economy. Moreover, the book seeks to share evidence of how servant or service mindset and behavior-oriented leaders might mitigate organizational existing conditions to promote team member empowerment through servant-like interactions, as a result influencing their performance. Covering topics such as empathetic leadership and employee satisfaction, it is ideal for executives, managers, researchers, practitioners, aspiring leaders, educational institutions/libraries, academicians, consulting firms, and students.

The purpose of this study is to explore the followers' perspective of genuine servant leadership (GSL)'s impact on them and its direct relationship to work intentions in Asian high-power distance and collectivist cultures. The study found six follower manifestations when experiencing genuine servant leader behaviors from their leader, three towards the organization and three towards the leaders. Followers are more willing to 1) voice-out ideas and concerns, 2) develop others, 3) recognize their choice in decision making (manifestation towards the organization). As followers respect their leader-follower relations, they tend to 4) voluntarily emulate their leader, 5) trust their leader, and 6) determine to follow their leader willingly (manifestation towards the leader). The six manifestations contribute to followers' intent to perform, endorse, provide discretionary effort, stay, and contribute to OCB. The research sought to understand the leader-follower interactions an...

Organizational cultural dilemmas have shown a lack of psychological safety and sense of belonging, which may be positively impacted by the application of combined servant leader (SL) and inclusive leader (IL) behaviors. SL focuses on serving others' needs first, embracing the individual's strength, and stirring towards inclusiveness. Controversy exists in the literature regarding SL's ability to promote inclusiveness in the workplace. This chapter explores factors that link SL and IL from the angles of others-focused orientation and of psychological safety, empowering uniqueness and sense of belonging in followers. A framework of inclusive servant leader (ISL) is explored. This study is significant. As younger generations enter the workforce demanding more equitable leadership treatment, servant and inclusive behaviors have come to the forefront of organizational attention; nevertheless, its application is still in its infancy. A multiple case study research was conducted.

Organizational cultural dilemmas have shown the lack of psychological safety and sense of belonging, which may be positively impacted by the application of combined servant leader (SL) and inclusive leader (IL) behaviors. SL focuses on serving others' needs first, embracing the individual's strength and stirring towards inclusiveness. Controversy exists in the literature regarding SL's ability to promote inclusiveness in the workplace. This chapter explores factors that link SL and IL from the angles of others-focused orientation and of psychological safety, empowering uniqueness and sense of belonging in followers. A framework of Inclusive Servant Leader (ISL) is explored. This study is significant as younger generations enter the workforce demanding more equitable leadership treatment, servant and inclusive behaviors have come to the forefront of organizational attention, nevertheless, its application is still in its infancy. A multiple case study research was conducted.

Uncommon to other well-known leadership models, servant leadership explicitly states that the leader serves as steward by focusing the needs of the follower, whilst growing the followers' autonomy. Consequentially, followers increase in capabilities and collaboration, strengthen the leader-follower relationships through partnership, generating decisions that can withstand challenges and sustain organizational success. The purpose of this chapter is to convey the applicability of this universal leadership model, illustrating how it would support culturally diverse case studies. Research has already stated that servant leadership is beneficial to Millennials. Little literature has focused on how to operationalize it for the younger generation. Barbuto Jr. and Gottfredson mentioned the vital necessity to train Millennials in servant leadership behaviors. This chapter highlights how servant leadership might be applied based on Van Dierendonck's and Van Dierendonck and Nuijten&#3...

Uncommon to other well-known leadership models, servant leadership explicitly states that the leader serves as steward by focusing the needs of the follower, whilst growing the followers' autonomy. Consequentially, followers increase in capabilities and collaboration, strengthen the leader-follower relationships through partnership, generating decisions that can withstand challenges and sustain organizational success. The purpose of this chapter is to convey the applicability of this universal leadership model, illustrating how it would support culturally diverse case studies. Research has already stated that servant leadership is beneficial to Millennials. Little literature has focused on how to operationalize it for the younger generation. Barbuto Jr. and Gottfredson mentioned the vital necessity to train Millennials in servant leadership behaviors. This chapter highlights how servant leadership might be applied based on Van Dierendonck's and Van Dierendonck and Nuijten's research on Millennials in Asia.

Across time, geographies and industries, HR experts have discussed the endless issue of the best way to acquire, retain, engage, develop and succeed talents, whilst most notably, to achieve ROI on talent management activities. Millennials are increasingly covering a large part
of the worldwide workforce, as well as, progressively focusing on selecting careers that provide meaning and purpose, based on a strong vision and direction; opting to join organizations that generate products and services positively impacting social concerns through innovation and entrepreneurial agility. Responding to the HR accountability on talent
management, we propose organizations to alert to how social innovation and social impact are becoming that meaningful purpose at work for many. To sustain organizational vitality through purpose, leadership, as well as, entrepreneurial mindset and skillset are crucial. Social entrepreneurial leadership is becoming a practical role deserving more attention in organizations of all sizes and governing statuses. The
purpose of this paper is to discuss four key foundational ingredients for social entrepreneurial leaders to thrive: self- mastery, social
networks, work values and competence curricula.

The importance of social innovation in rising, and what gave rise to socially impactful projects was the involvement of corporate organizations in the 1990s (i.e. corporate social responsibility, CSR) when many got involved in social causes in communities they operated and hence had a direct interest in their reputation and license to operate, with little thought in their bottom line investment. Since social innovation enterprising and projects require leaders with bold, creative traits, coupled with negotiation, facilitation and mediation skills for the most part due to the tri-party involvement of public, private and non-profit organizations and oftentimes also the tribes or townships locally that will have the change implemented on, it is only fitting to analyze those traits and skills more in depth, aiming to come up with a frame of
competencies such leaders will need. Thus, the focus on this paper will be to identify through, literature review, the leadership models and competencies that a socially innovative project, environment, entrepreneurs and corporate leaders need in order to sustain social impact and redeem the benefits in investing into the social. Finally, an action plan geared to rethink human resources strategy in implementing a highpotential system to support social innovation efforts in an organization is offered. This paper challenges the 21st Century economy’s organizational thinking in terms of leadership practices, leadership skills needed, organizational culture shift, all in all the, areas of leadership and organizational culture adaptation that will affect the ROI of
going-to-market in a new way to improve organizational performance via the social impact (or CSR) route.

The European economic crisis in the Euro zone is not a one-off situation that can be secluded simply on a geographical area, as it impacts the systemic consciousness of economic development. With an analysis focused specifically on the Indian economy, there are clear advantages to be extracted from the European economic crisis that India can profit from by becoming a more present player in the global economic scene. In parallel, it will entail that the country will have to reevaluate its internal political decision making processes, as well as seeking opportunities, without delay, on rethinking its internal structural pillars: Regulatory, Infrastructure, Education, and Urbanization concepts.
In addition, repositioning and rebranding the Indian strategic vision vis-à-vis the World economies may attract additional FDI and can help refocus the country’s external strategic investments both in Europe and in the rest of the World – accelerating therefore, India’s increasing relevance as an established economic power.

Question: To what extent do universal concepts of leadership need to be adapted to countries of dissimilar cultural dimensions, hence presumably with dissimilar expectations and needs? One way of analyzing this topic is to find out what common antecedents and outcomes of behaviors are appreciated by organizations and individuals working in them. Several studies on US based universal leadership concepts have been tested on their applicability in Asian organizational context (Singer et al, 2001; Linden, 2011; Lam et al, 2012). More focused local Chinese leadership traits have been researched in the attempt to ascertain that a big portion of the ethnic Asian culture made up of Chinese heritage comprises more complex and deepen traits, unlike many of the Western management traits (Min et al, 2012; Liu, 2013), suggesting that certain universal leadership models stemming from the USA may adapt better in certain countries than others in different scenarios (Ramkissoon). Reilly & Karounos further explored leadership effectiveness, basing in Hofstede’s cultural dimensions to compare and contrast tri-regional clustered groupings of traits in association to behaviors and Emotional Intelligence. The literature in cultural management and effective leadership is immense and given the goal of this paper, the literature review herewith will be non-exhaustive. This paper will concentrate on 4 key topics to reach an exploratory articulation of how some of the literature in cultural dimensions, leadership models and emotional intelligence (EI), can relate to the case study presented herewith, based on a real M&A consulting case of two foreign corporate subsidiaries merging in Asia.
Four areas of focus:
1. Which universal leadership concepts may work more complimentarily in Asian cultures and why?
2. The need of leadership skills and enforcement of intra and inter personal capabilities (EI) to face the 21st Century Information Economy.
3. What behaviors employees in organizations appreciate most from leaders?
4. Real life M&A consulting case study from the period of 2009-2010: Company integration of a merger and acquisition in Asia, and how some of the universal leadership concepts could provide a fit.
Keywords: Leadership, Leadership Models, Universal Leadership Approaches, Asian Leadership Traits, Emotional Intelligence (EI), Cultural Dimensions, Multicultural Management.

The topic of culturally responsive education is well researched. Much has been focused on the topic of
pedagogy, methodology and class-room operations. Nevertheless, this topic seems to be mostly researched
under the single area of providing education, without having looked at the impact of the economic value
and consequences of providing a more culturally responsive education on students after their studies and
in their work lives. In addition, students of more mature age already with careers, concurrently fulfilling
their higher education would have appreciation for a similar type of teaching method discussed herewith.
This paper will provide context and a business case that explains the bridge of furnishing a culturally
responsive education through soft-skills, as a parameter of success for educators, students, and the
institution-provider on the systemic level, while explaining the well-being state of using soft skills for all
groups, as well as, identifying which skills used have the highest financial benefit for the organization.
This study will include five segments:
• Literature Review
• Practical Observations
• Survey
• Challenges
• Recommendations
It is the author’s hope that this article will serve as a catalyst of further research on the topic in hopes
to creating an educational system comprehensive enough, both in academic subjects and in soft-skills
offerings, to cultivate the future leaders today in our students.
Keywords: Culturally Responsive Education, Motivation, Engagement, Business Case for Soft Skills, Soft
Skills, Emotional Intelligence, Leadership Skills, Well-Being.

Effective leadership is a major influence in the value creation for the success and sustainability required for organizations to thrive. Servant leader, or service minded-behaving leader, motivation and interactions tend to promote exemplary performance and collaboration in organizations. This is a 21st century must-have workplaceapplicable style to develop cohesive high performing teams, purposeful and engaging environments, and build trust and organization vitality. Key Factors and Use Cases of Servant Leadership Driving Organizational Performance provides findings and recommendations to support practical application of servant leadership theory for the 21st century economy. Moreover, the book seeks to share evidence of how servant or service mindset and behavior-oriented leaders might mitigate organizational existing conditions to promote team member empowerment through servant-like interactions, as a result influencing their performance. Covering topics such as empathetic leadership and employee satisfaction, it is ideal for executives, managers, researchers, practitioners, aspiring leaders, educational institutions/libraries, academicians, consulting firms, and students.