The Viability of Servant Leadership in Poland National Culture and Hofstede's (1983) Four-Value Dimensions Perspective

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Ali Wreczycki


Using Greenleaf’s (1977) servant leadership (SL) theory extended by Patterson (2003) and Winston (2003), this work probed the viability of servant leadership with elements such as (a) agapao/moral love; (b) humility; (c) altruism; (d) vision; (e) trust; (f) empowerment; and (g) service (Patterson, 2003) and (a) follower’s agapao; (b) commitment to the leader; (c) self-efficacy; (d) intrinsic motivation; (e) altruism toward the leader and his/her interests; and (f) service within the context of contemporary Poland from the perspectives of national culture  and Hofstede’s (1983) four-value dimensions by which cultures can differ such as (1) power distance (PDI); (2) uncertainty avoidance (UAI); (3) individualism (IDV); and (4) masculinity (MAS). This work focused not as much on the perceived advantages and/or disadvantages of SL. Rather, the focus was on the possibility that the premise of SL applied to a cultural context noticeably different from the U. S. national culture marked by low PDI, low UAI, high IDV, and medium MAS may produce outcomes with enough potential to impact its viability.        


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Wreczycki, A. (2019). The Viability of Servant Leadership in Poland. Theology of Leadership Journal, 2(1), 21-37. Retrieved from