<\/p>\n
Unit 4 Learning Activities<\/a><\/p><\/blockquote>\n<\/iframe><\/p>\n<p> <\/p>\n<p>Hunter, E. M., Neubert, M. J., Perry, S. J., Witt, L. A., Penny, L. M., & Weinberger, E. (2013). Servant leaders inspire servant followers: Antecedents and outcomes for employees and the organization.\u00a0<em>Leadership Quarterly, 24<\/em>(2), 316-331.<\/p>\n<p> <\/p>\n<p><strong>Does the review include relevant literature?<\/strong><\/p>\n<p>The researchers used literature in the introduction section of this review to provide evidence for the research problem to clarify what it was understood and what it needs to understand\u00a0and expand upon the findings following their literature map.<\/p>\n<p>The central core value of this study focused on servant leadership personality, antecedents servant leadership, individual level. Also,\u00a0 servant leadership group level, the influence of SL on a range of multilevel outcomes,\u00a0 the differential influences of SL conceptualized at the individual\u00a0level, group levels which includes turnover intentions and disengagement examined (Hunter et al., 2015, p.316).<\/p>\n<p>They depicted a model to address\u00a0the need to integrate multiple levels of theory and analysis. Also, they apply social influence theory to better understand the influence of SL on a range of multi-level\u00a0outcomes through service climate concept which includes performance, behaviors, task-focused- OCB individual level and group\u00a0level ( Hunter et al., 2015, p.317).<\/p>\n<p>Rated 3<\/p>\n<p><strong>Does the review examine sources that are recent and of high quality?<\/strong><\/p>\n<p>Regarding Greenleaf’s (1970) essay,” the servant- leader is a servant\u00a0first” (Greenleaf, 1991, p.13) on servant leadership\u00a0movement; there is about eight literature from the last ten years supports the study. Furthermore, they support the study with literature from 1964 to understand service climate and SL influences on multi-level to initiate\u00a0a cycle service, either directly or indirectly through service\u00a0climate(Hunter et al., 2015, p.316).<\/p>\n<p>Rate 3<\/p>\n<p><strong>Is the literature review documented properly?<\/strong><\/p>\n<p>The study document citation,\u00a0 In-text references and End-of-text references to provide support for all ideas drawn from the literature. They are correct, complete, and in a consistent style.<\/p>\n<p>Rate 3<\/p>\n<p><strong>Is the literature thoughtfully synthesized?<\/strong><\/p>\n<p>The literature is organized in the sense of theme and subtopics and briefly\u00a0cite literature\u00a0to document the chosen theme. The\u00a0subtopics were included through a level of construct and cycle of service and depicted\u00a0in a literature map.<\/p>\n<p>Rated 3<\/p>\n<p><strong>Is the literature critically examined?<\/strong><\/p>\n<p>The literature reviewed the deficiency\u00a0in the previous\u00a0literature, and they\u00a0expand upon to include the multi-level and multi-source data to assess leadership personality and followers outcomes in a cycle of service. It based on perceptions of raters both above and below the leader. They included the none- significant response as a limitation to results considering only store managers without controlling recruitment process ( Hunter et al., 2015, p.328).\u00a0 However, the practical implication of the study is to adopt SL values in large companies, including manager and programs that transform leaders and managers to servant\u00a0leadership model Hunter et al., 2015, p.329).\u00a0 \u00a0Also, suggested the vital role of personality testing which based on the level of care for others (agreeableness) instead of their outgoing nature (extraversion).<\/p>\n<p>Rated 3<\/p>\n<p><strong>Does the study have a strong foundation in the literature?<\/strong><\/p>\n<p>The study has a strong foundation, which they included the problem and deficiencies,\u00a0then the purpose of the study and the approach, methods, and results to explicitly informed literature.<\/p>\n<p>They expanded upon the reviewed literature to support their findings in examining the two traits that associated with cognitive-motivational process relevant to servant leadership. Therefore,\u00a0 they studied leaders agreeableness and extraversion behavior and the outcomes of these traits on both followers and organizational goal (Hunter et al., 2015, p.317).<\/p>\n<p>Rate 3<\/p>\n<p><strong>Does the literature fit the study\u2019s overall approach?<\/strong><\/p>\n<p>The study fits in Quantitative\u00a0approach study, which they identified a conceptual framework that informs their inquiry.<\/p>\n<p>Rated=3<\/p>\n<p> <\/p>\n<p><strong><em>Quality rating<\/em><\/strong><\/p>\n<p>0=Poor<\/p>\n<p>1= Fair<\/p>\n<p>2= Good<\/p>\n<p>3= Excellent<\/p>\n<p>Overall quality<\/p>\n<p>0-10= Low quality<\/p>\n<p>11-16=Average quality<\/p>\n<p>17-21= High quality<\/p>\n<p>Total score=21<\/p>\n<p>My overall assessment=21<\/p>\n<p><strong>Reference<\/strong><\/p>\n<p>Hunter, E. M., Neubert, M. J., Perry, S. J., Witt, L. A., Penny, L. M., & Weinberger, E. (2013). Servant leaders inspire servant followers: Antecedents and outcomes for employees and the organization.\u00a0<em>Leadership Quarterly, 24<\/em>(2), 316-331.<\/p>\n<p>Plano-Clark, V., & Creswell, J. (2015). _Understanding research: A consumer\u2019s guide _(2nd ed.). Boston, MA: Pearson.<\/p>\n<p> <\/p>\n<p> <\/p>\n","protected":false},"excerpt":{"rendered":"<p> Learning activity 4.3-Unit 4 Unit 4 Learning Activities Hunter, E. M., Neubert, M. J., Perry, S. J., Witt, L. A., Penny, L. M., & Weinberger, E. (2013). Servant leaders inspire servant followers: Antecedents and outcomes for employees and the organization.\u00a0Leadership Quarterly, 24(2), 316-331. Does the review include relevant literature? The researchers … <\/p>\n<p class=\"link-more\"><a href=\"https:\/\/create.twu.ca\/twuwafasiyam\/learning-activity-4-3-unit-4\/\" class=\"more-link\">Continue reading<span class=\"screen-reader-text\"> “Learning activity 4.3-Unit 4”<\/span><\/a><\/p>\n","protected":false},"author":226,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[9,1,24,22],"tags":[],"class_list":["post-129","post","type-post","status-publish","format-standard","hentry","category-flow","category-ldrs591","category-learning-activity-4-3-unit-4","category-unit-4"],"_links":{"self":[{"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/posts\/129","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/users\/226"}],"replies":[{"embeddable":true,"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/comments?post=129"}],"version-history":[{"count":7,"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/posts\/129\/revisions"}],"predecessor-version":[{"id":149,"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/posts\/129\/revisions\/149"}],"wp:attachment":[{"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/media?parent=129"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/categories?post=129"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/tags?post=129"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}
<\/iframe><\/p>\n<p> <\/p>\n<p>Hunter, E. M., Neubert, M. J., Perry, S. J., Witt, L. A., Penny, L. M., & Weinberger, E. (2013). Servant leaders inspire servant followers: Antecedents and outcomes for employees and the organization.\u00a0<em>Leadership Quarterly, 24<\/em>(2), 316-331.<\/p>\n<p> <\/p>\n<p><strong>Does the review include relevant literature?<\/strong><\/p>\n<p>The researchers used literature in the introduction section of this review to provide evidence for the research problem to clarify what it was understood and what it needs to understand\u00a0and expand upon the findings following their literature map.<\/p>\n<p>The central core value of this study focused on servant leadership personality, antecedents servant leadership, individual level. Also,\u00a0 servant leadership group level, the influence of SL on a range of multilevel outcomes,\u00a0 the differential influences of SL conceptualized at the individual\u00a0level, group levels which includes turnover intentions and disengagement examined (Hunter et al., 2015, p.316).<\/p>\n<p>They depicted a model to address\u00a0the need to integrate multiple levels of theory and analysis. Also, they apply social influence theory to better understand the influence of SL on a range of multi-level\u00a0outcomes through service climate concept which includes performance, behaviors, task-focused- OCB individual level and group\u00a0level ( Hunter et al., 2015, p.317).<\/p>\n<p>Rated 3<\/p>\n<p><strong>Does the review examine sources that are recent and of high quality?<\/strong><\/p>\n<p>Regarding Greenleaf’s (1970) essay,” the servant- leader is a servant\u00a0first” (Greenleaf, 1991, p.13) on servant leadership\u00a0movement; there is about eight literature from the last ten years supports the study. Furthermore, they support the study with literature from 1964 to understand service climate and SL influences on multi-level to initiate\u00a0a cycle service, either directly or indirectly through service\u00a0climate(Hunter et al., 2015, p.316).<\/p>\n<p>Rate 3<\/p>\n<p><strong>Is the literature review documented properly?<\/strong><\/p>\n<p>The study document citation,\u00a0 In-text references and End-of-text references to provide support for all ideas drawn from the literature. They are correct, complete, and in a consistent style.<\/p>\n<p>Rate 3<\/p>\n<p><strong>Is the literature thoughtfully synthesized?<\/strong><\/p>\n<p>The literature is organized in the sense of theme and subtopics and briefly\u00a0cite literature\u00a0to document the chosen theme. The\u00a0subtopics were included through a level of construct and cycle of service and depicted\u00a0in a literature map.<\/p>\n<p>Rated 3<\/p>\n<p><strong>Is the literature critically examined?<\/strong><\/p>\n<p>The literature reviewed the deficiency\u00a0in the previous\u00a0literature, and they\u00a0expand upon to include the multi-level and multi-source data to assess leadership personality and followers outcomes in a cycle of service. It based on perceptions of raters both above and below the leader. They included the none- significant response as a limitation to results considering only store managers without controlling recruitment process ( Hunter et al., 2015, p.328).\u00a0 However, the practical implication of the study is to adopt SL values in large companies, including manager and programs that transform leaders and managers to servant\u00a0leadership model Hunter et al., 2015, p.329).\u00a0 \u00a0Also, suggested the vital role of personality testing which based on the level of care for others (agreeableness) instead of their outgoing nature (extraversion).<\/p>\n<p>Rated 3<\/p>\n<p><strong>Does the study have a strong foundation in the literature?<\/strong><\/p>\n<p>The study has a strong foundation, which they included the problem and deficiencies,\u00a0then the purpose of the study and the approach, methods, and results to explicitly informed literature.<\/p>\n<p>They expanded upon the reviewed literature to support their findings in examining the two traits that associated with cognitive-motivational process relevant to servant leadership. Therefore,\u00a0 they studied leaders agreeableness and extraversion behavior and the outcomes of these traits on both followers and organizational goal (Hunter et al., 2015, p.317).<\/p>\n<p>Rate 3<\/p>\n<p><strong>Does the literature fit the study\u2019s overall approach?<\/strong><\/p>\n<p>The study fits in Quantitative\u00a0approach study, which they identified a conceptual framework that informs their inquiry.<\/p>\n<p>Rated=3<\/p>\n<p> <\/p>\n<p><strong><em>Quality rating<\/em><\/strong><\/p>\n<p>0=Poor<\/p>\n<p>1= Fair<\/p>\n<p>2= Good<\/p>\n<p>3= Excellent<\/p>\n<p>Overall quality<\/p>\n<p>0-10= Low quality<\/p>\n<p>11-16=Average quality<\/p>\n<p>17-21= High quality<\/p>\n<p>Total score=21<\/p>\n<p>My overall assessment=21<\/p>\n<p><strong>Reference<\/strong><\/p>\n<p>Hunter, E. M., Neubert, M. J., Perry, S. J., Witt, L. A., Penny, L. M., & Weinberger, E. (2013). Servant leaders inspire servant followers: Antecedents and outcomes for employees and the organization.\u00a0<em>Leadership Quarterly, 24<\/em>(2), 316-331.<\/p>\n<p>Plano-Clark, V., & Creswell, J. (2015). _Understanding research: A consumer\u2019s guide _(2nd ed.). Boston, MA: Pearson.<\/p>\n<p> <\/p>\n<p> <\/p>\n","protected":false},"excerpt":{"rendered":"<p> Learning activity 4.3-Unit 4 Unit 4 Learning Activities Hunter, E. M., Neubert, M. J., Perry, S. J., Witt, L. A., Penny, L. M., & Weinberger, E. (2013). Servant leaders inspire servant followers: Antecedents and outcomes for employees and the organization.\u00a0Leadership Quarterly, 24(2), 316-331. Does the review include relevant literature? The researchers … <\/p>\n<p class=\"link-more\"><a href=\"https:\/\/create.twu.ca\/twuwafasiyam\/learning-activity-4-3-unit-4\/\" class=\"more-link\">Continue reading<span class=\"screen-reader-text\"> “Learning activity 4.3-Unit 4”<\/span><\/a><\/p>\n","protected":false},"author":226,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[9,1,24,22],"tags":[],"class_list":["post-129","post","type-post","status-publish","format-standard","hentry","category-flow","category-ldrs591","category-learning-activity-4-3-unit-4","category-unit-4"],"_links":{"self":[{"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/posts\/129","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/users\/226"}],"replies":[{"embeddable":true,"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/comments?post=129"}],"version-history":[{"count":7,"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/posts\/129\/revisions"}],"predecessor-version":[{"id":149,"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/posts\/129\/revisions\/149"}],"wp:attachment":[{"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/media?parent=129"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/categories?post=129"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/tags?post=129"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}