Służebne przywództwo: Badanie empiryczne indonezyjskich menedżerów w różnych grupach etnicznych

Translated title of the contribution: Servant leadership: An empirical study of indonesian managers across different ethnic groups

Somchanok Passakonjaras, Yanki Hartijasti, Ismi Rajiani

Research output: Contribution to journalArticlepeer-review

12 Citations (Scopus)

Abstract

Servant leadership, a concept developed in the West which means being servants at heart who also lead, is still in debate whether it exists in the East especially Indonesia which is a highly diverse country. The study examines the differences in servant leadership among Indonesian managers with different ethnicities. Respondents were asked to rate the practice of servant leadership of their direct superiors measured by Ehrhart’s questionnaires which composed of 7 dimensions. By using 370 superiors with Javanese, Sundanese, Batak, Minang, and Chinese ethnicities, this study found all ethnic groups practiced servant leadership but only Minang and Javanese managers had significant difference. Minang managers practiced higher degree of servant leadership than Javanese managers. This finding suggests that although servant leadership is applicable in Indonesia, cultural values of ethnic groups influence the practice of servant leadership. It is confirmed that servant leadership is universally practiced but cultural values have an influence on its practice.

Translated title of the contributionServant leadership: An empirical study of indonesian managers across different ethnic groups
Original languagePolish
Pages (from-to)391-402
Number of pages12
JournalPolish Journal of Management Studies
Volume20
Issue number2
DOIs
Publication statusPublished - 1 Jan 2019

Keywords

  • Ethnic groups
  • Indonesia
  • Servant leadership

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