Understanding servant leadership dimensions Theoretical and empirical extensions in the Portuguese context

Purpose This paper aims to identify and discuss the concept of servant leadership, find some dimensions and understand how staffs in organizations make sense of this style of leadership. Design/methodology/approach Multiple exploratory case studies in six Portuguese organizations/firms were performed. As data-collecting instruments, several interviews, direct observations made on-site and documentary analysis were used. Findings From thematic analysis, the authors found nine dimensions associated with servant leadership in the organizations/firms studied: empowering, helping subordinates grow and succeed, putting subordinates first, ethical behaviour, altruistic calling, wisdom or vision, organizational stewardship, family atmosphere and identification with the leader. Originality/value This study is innovative because contributes to knowledge about organizations that follow a servant style of leadership, and in so doing form consistent dimensions that can represent benchmarking for other organizational structures.