65 individuals. The results from both studies imply that Putting Followers First may be the least desired of Liden et al.’s seven servant leadership dimensions, potentially universally. The difference in mean scores for Empowering and statistical analyses suggest that the desire for Empowering may show greater variation cross-culturally than the other servant leadership dimensions. Future research utilizing the SLPS in other cultural contexts would be beneficial for further support that Behaving Ethically, Conceptual Skills, and Helping Followers Grow and Succeed may be universally desired servant leadership behaviors, and discovering factors that influence a greater desire for Creating Value for the Community among some groups and a lower desire for Empowering and Putting Followers First among other groups. In particular, examining cultures with higher power distance alongside their desire for Empowering could assist servant leaders in predicting whether their followers will be responsive to Empowering. Some servant leadership behaviors appear to benefit all followers regardless of cultural context, while others may need to be exercised more in certain contexts and less in others. Focusing on followers’ desires, not just leaders’ behavior, is key to truly serving followers by encouraging their growth and endeavors. Leaders who step outside of their cultural comforts to embrace the power of cross-cultural diversity are likely to lead satisfied and motivated followers so that both leaders and followers can mutually accomplish their shared goals. NOTES 1 Robert K. Greenleaf, Servant Leadership: A Journey into the Nature of Legitimate Power & Greatness (Mahwah, NJ: Paulist Press, 2002), 27. 2 Kevin L. Borchers, “Servant Leadership and Job Satisfaction in a Christian Faith-Based Nonprofit Older Adult Healthcare Organization” (PhD diss., Concordia University–Chicago, 2016), 86, ProQuest Dissertations & Theses Global; Magda B. L. Donia et al., “Servant Leadership and Employee Outcomes: The Moderating Roles of Subordinates’ Motives,” European Journal of Work and Organizational Psychology 25, no. 5 (March 2016): 728-29, http://doi.org SERVANT LEADERSHIP IN NON-WESTERN SETTINGS
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