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International Journal of Leadership Studies (IJLS) Is a Refereed Scholarly Journal That Exists to Provide a Forum for Leadership Scholars Within the U.S

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International Journal of Leadership Studies (IJLS) Is a Refereed Scholarly Journal That Exists to Provide a Forum for Leadership Scholars Within the U.S Volume 7 | Issue 2 Summer 2012 ©2012 Regent University School of Global Leadership & Entrepreneurship | Virginia Beach, VA Volume 7, Issue 2 | Summer 2012 The International Journal of Leadership Studies (IJLS) is a refereed scholarly journal that exists to provide a forum for leadership scholars within the U.S. and around the world. To stimulate scholarly debate and a free flow of ideas, the IJLS is published in electronic format and provides access to all issues free of charge. Editorial Staff Dr. William O. Welsh, III Dr. Diane Norbutus Dr. Doris Gomez Editor Associate Editor Book Review Editor Regent University Regent University Regent University Mrs. Joy Henley Mrs. Eileen DesAutels Wiltshire Copy Editor Managing and Production Editor Regent University Regent University Members Dr. Syed Akhtar Dr. Sam Aryee Dr. William Brown City University of Hong Kong Aston University, U.K. Regent Univ. School of Comm. Dr. Diane Chandler Dr. Walter Davis Dr. Linda Grooms Regent University University of Mississippi Regent University Dr. Vipin Gupta Dr. Jeff Hale Dr. Brenda Johnson Simmons College Bible League International Gordon College Dr. Hayat Kabasakal Dr. Gilbert Jacobs Dr. Frank Markow Bogazici University Mercyhurst College Life Pacific College Dr. Diane Norbutus Dr. Jeanine Parolini Dr. Kathaleen Reid-Martinez Emergent Leadership Group Jeanine Parolini Consulting Mid-America Christian Univ. Dr. Victoria L. Sitter Dr. Keith Sorbo Dr. Bonnie Straight Milligan College Assembly of God World Missions LCC International University Dr. Jane Waddell Dr. William O. Welsh Dr. Marshal Wright Mercyhurst College Regent University Oral Roberts University Production Staff Mrs. Julia Mattera Mrs. Sarah Stanfield Dr. Doris Gomez Communications Specialist Website Production Website Design Regent University Regent University Regent University International Journal of Leadership Studies, Vol. 7, Iss. 2, 2012 © 2012 School of Global Leadership & Entrepreneurship, Regent University ISSN 1554-3145 Volume 7, Issue 2 | Summer 2012 Table of Contents From the Editor ii Dr. William O. Welch, III Article Abstracts iv MAHATMA GANDHI – AN INDIAN MODEL OF SERVANT LEADERSHIP 132 Annette Barnabas & Paul Sundararajan Clifford BUILDING CORPORATE SOCIAL RESPONSIBILITY THROUGH SERVANT- 151 LEADERSHIP Matthew Kincaid HOW CAN AUTHENTIC LEADERS CREATE ORGANIZATIONAL 172 IDENTIFICATION? AN EMPIRICAL STUDY ON TURKISH EMPLOYEES Meltem Çeri-Booms WOMEN’S LEADERSHIP: USING THE COMPETING VALUES FRAMEWORK 192 TO EVALUATE THE INTERACTIVE EFFECTS OF GENDER AND PERSONALITY TRAITS ON LEADERSHIP ROLES Alan Belasen & Nancy Frank THE ABBREVIATED SELF-LEADERSHIP QUESTIONNAIRE (ASLQ): A 216 MORE CONCISE MEASURE OF SELF-LEADERSHIP Jeffery D. Houghton, David Dawley, & Trudy C. DiLiello WISDOM DEVELOPMENT OF LEADERS: A CONSTRUCTIVE 233 DEVELOPMENTAL PERSPECTIVE John E. Barbuto, Jr. & Michele L. Millard International Journal of Leadership Studies, Vol. 7 Iss. 2, Summer 2012 © 2012 Regent University School of Global Leadership & Entrepreneurship ISSN 1554-3145 COLLEGE STUDENTS’ EMOTIONALLY INTELLIGENT LEADERSHIP: AN 246 EXAMINATION OF DIFFERENCES BY STUDENT ORGANIZATION INVOLVEMENT AND FORMAL LEADERSHIP ROLES Paige Haber, Scott J. Allen, Tina Facca, & Marcy Levy Shankman BOOK REVIEW: MITCH McCRIMMON’S (2006) 266 BURN! 7 LEADERSHIP MYTHS IN ASHES Diane K. Norbutus International Journal of Leadership Studies, Vol. 7 Iss. 2, Summer 2012 © 2012 Regent University School of Global Leadership & Entrepreneurship ISSN 1554-3145 Volume 7, Issue 2 | Summer 2012 From the Editor Dr. William O. Welch, III Greetings, Fellow Travelers. In this issue, we offer an eclectic mix of research and theory beginning with the exploration of Mahatma Gandhi’s leadership qualities through the Servant Leadership Behaviour Scale (SLBS) lens followed by an intriguing theoretical consideration of how certain organizations might develop social responsibility strategies without sacrificing their financial goals. Next, an empirical study from a Turkish perspective explores the relationships between the concepts of transactional and authentic leadership, trust in leader, and organizational identification. The fourth paper is an empirical study that considers expanding the Competing Values Framework’s utility by proposing distinctions between men and women, particularly with respect to transformational and transactional leadership. This is followed, in turn, by a research paper detailing the development and validation of an abbreviated Revised Self-Leadership Questionnaire. Our second theory paper for this issue tackles the difficult aspect of leader wisdom stipulating that as leader constructive development capacity increases, so does wisdom, and is followed by our final paper that examines the differences between college students’ self- reported emotionally intelligent leadership behaviors based on levels of involvement in student organizations and holding formal leadership roles. Although we don’t have a Practitioner’s Corner paper in this issue, we urge you to revisit and deeply reflect on the Practitioner’s Corner by Mensch and Dingman from IJLS Issue (Vol. 6, Iss. 1). For next summer, we are considering an IJLS Special Edition dedicated to exploring thoroughly this paper’s profound implications for practical 21st century leadership theory, research and practice. We enthusiastically solicit your feedback on this consideration. Your associate editor, Dr. Diane Norbutus, provides an excellent review of McCrimmon’s (2006) Burn! 7 Leadership Myths in Ashes. McCrimmon’s work offers a powerful argument for critically distinguishing leadership and management. ii As noted in the previous issue (Vol. 7, Iss. 1), IJLS is structured to be first time author friendly, providing studies and theory of leading research that best reflects international 21st century yearning for democracy, equality, and human dignity. In keeping with our acceptance of the hermeneutic challenges to understanding when authors seek to express subtle leadership complexities in a non-native language, we request authors’ continuing patience with our review and editing processes. Please note that it can take 120 to 150 days to thoroughly consider each manuscript from multiple perspectives that reflect their potential to enrich all of us and promote global respect and understanding. Although we are confident every potential author considers the IJLS purpose prior to submitting a manuscript, we recently developed and are now employing an expedited process for more quickly returning to authors manuscripts that, for whatever reason, do not, in our view, sufficiently align with that purpose. Finally, Dr. Norbutus and I remain blessed for the talent of our managing editor, Eileen DesAutels Wiltshire, and her production colleagues, including Julia Mattera, communications specialist, Joy Henley, our new copy editor, and Sarah Stanfield, our web production specialist. We always welcome your suggestions to improve our performance or IJLS itself. Please feel free to contact us at [email protected]. We will get back with you as soon as we possibly can. International Journal of Leadership Studies, Vol. 7 Iss. 2, Season 2012 © 2012 Regent University School of Global Leadership & Entrepreneurship ISSN 1554-3145 Volume 7, Issue 2 | Summer 2012 Article Abstracts MAHATMA GANDHI – AN INDIAN MODEL OF SERVANT LEADERSHIP Annette Barnabas M.A.M. College of Engineering, Tiruchirappalli, India Paul Sundararajan Clifford M.A.M. B. School, Triruchirappalli, India This study explores the leadership qualities of Mahatma Gandhi in relation to six behavioral dimensions of the Servant Leadership Behaviour Scale (SLBS) model of servant leadership, proposed by Sendjaya, Sarros and Santora (2008), and highlights the importance of servant leadership qualities like service, self- sacrificial love, spirituality, integrity, simplicity, emphasizing follower needs, and modelling. It is a literary investigation of the life and leadership qualities of Gandhi, based on various books, personal correspondence, and statements including the autobiography of Mahatma Gandhi—The Story of My Experiments with the Truth—by using the model of SLBS. This research study demonstrates that Mahatma Gandhi personified the Servant Leadership Behaviour Scale model and illustrates the Indian contribution to servant leadership. It elucidates the need to include the concept of servant leadership in the curriculum of business schools and advocates the practice of servant leadership in different leadership positions. BUILDING CORPORATE SOCIAL RESPONSIBILITY THROUGH SERVANT- LEADERSHIP Matthew Kincaid Columbia Basin College, USA History has shown that corporate social responsibility has consistently increased in societal importance, yet leaders of many organizations find themselves struggling to appease social responsibility critics while also fulfilling the financial obligations of their organizations (Achbor International Journal of Leadership Studies, Vol. 7 Iss. 2, 2012 © 2012 Regent University School of Global Leadership & Entrepreneurship ISSN 1554-3145 v & Abbot, 2004; Blowfield & Murray, 2008; Graham, 1998; Porter & Kramer, 2002). Servant- leaders, on the other hand, appear to be one of the few groups that are achieving both their financial responsibilities and corporate social responsibility initiatives with a high degree of success (Bennis, 2004; Fassel, 1998; Zohar, 1997). This paper examines the key principles of both corporate social responsibility and servant-leadership, and positions servant-leadership as one answer
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