ENTREPRENEURIAL SERVANT LEADERSHIP (ESL):

A Proposed Leadership Model for Social Enterprise (Cooperative)

Maizura Mohamad Faculty of Business and Management, Kolej RISDA

Melaka, MalaysiaIzaidin Abdul Majid (UTeM)

Faculty of Technology Management and TechnopreneurshipUniversiti Teknikal Malaysia

INTRODUCTION

THE PROBLEM STATEMENT

SERVANT LEADER vs COOPERATIVECore Attributes Servant Leader Cooperative

Develop others Emotional healing, listening, love, caring commitment to the growth of people, developing people. (Spears, 1998; Laub, 1999; Page and Wong, 2000; Daman Prakash, 2003; Dennis Bocarnea, 2005; Barbuto and Wheeler, 2006; Liden et al., 2008; Mehembe and Engelbretch, 2013)

Cooperative leader must show mutual help, sharing and reduces the social problems. (Das, 2006)

Develop community

Building community, creating value for community, stewardship. (Laub, 1999; Blanchard and Hodges, 2003; Barbuto and Wheeler, 2006; Liden et al., 2008; Van Direndonck and Nuijten, 2011; Mahambe and Engelbrecht, 2013)

Cooperatives can benefit their members and contribute to their communities (Otitto, 1994; Daman Prakash, 2003; Kamsi, 2008)

SERVANT LEADER vs COOPERATIVECore Attributes Servant Leader Cooperative

Do right things Accountability, authenticity, integrity, responsible morality, behave ethically, trust, honest. (Blanchard and Hodges, 2003; Denis and Bocarnea, 2005; Farling and Winstone, 1999; Greenleaf, 1970; Laub, 1999, Liden et al., 2008; Page and Wong, 2000; Reed et al., 2011; Russel and Stone, 2002; Sendjaya et al., 2008; Van Direndonck and Nuijten, 2011)

Cooperative improve good member-patron relations, providing honest and helpful service. (USA Cooperative Info, 1995; ILO, 2014)

Democracy Empowerment, openness, egalitarianism, shared decision making, respectfulness. (Page and Wong, 2000; Patterson, 2003; Russel and Stone, 2002; Dennis and Bocarnea, 2005; Liden et al. 2008; Van Dierendonck and Nuijten, 2011)

Cooperative are based on the values of self-help, self-responsibility, democracy, equality, equity and solidarity. (ICA, 1995)

Core Attributes

Servant Leader Cooperative

Deliver for others

Service, putting subordinate first, implementation role, altruism, humility. (Farling and Winstone, 1999; Russel and Stone, 2002; Patterson, 2003; Liden et al, 2008; Sendjaya et al., 2008; Reed et al., 2011; Barbuto and Wheeler, 2006; Covey, 2006)

Voluntary contractual organization of persons having a mutual ownership interest in providing themselves needed service(s) on a non-profit basis. (USDA, 1960)

Develop vision

Vision, conceptual skills, foresight, goal setting. (Farling and Winstone, 1999; Russel and Stone, 2002, Patterson, 2012; Blanchard and Hodges, 2003, Dennis and Borcanea, 2005; Page and Wong, 2000; Spears, 2013)

ILO (2014) Highlighted personal values skills (thinking and planning ahead, making things happen, calculated risk taking, decision making, initiative, creativity and experimental, conceptualizing, listening and questioning, team playing, monitoring and evaluating).

SERVANT LEADER vs COOPERATIVE

SERVANTLEADERSHIP

ENTREPRENEURIALORIENTATION

COOPERATIVE’S PERFORMANCE

THE FRAMEWORK

H1 There are significant relationship of servant leadership on cooperative’s performanceH2 There are significant relationship of servant leadership mediated by EO on cooperative’s performanceH3 EO have significant relationship on cooperative performance

H2

H1

H3

ENTREPRENEURIALORIENTATION

As Sadiq and Khoury (2006), Ling et al. (2008) and Lo et al. (2010)

have demonstrated that there are links between leadership and

performance. While others scholars such as (Covin and

Slevin, 1991; Smart and Conant, 1994; Wiklund abd Sherpard,

2005; Rauch, 2009; Davis, 2010) have looked at entrepreneurial

orientation (EO) and performance. However, there are few studies that have been conducted to

examine the relationships between these three variables (leadership,

EO and firms' performance) simultaneously as stated by

Tordovic and Schlosser, 2007 and Yang, 2008).

Studies done by Arham and Muenjohn (2012) and Koeey (2013) have examined that EO as mediating role have significant influenced on

business performance and growth. EO is the concept used to refer to the processes and endeavors of organizations that engage in

entrepreneurial behaviors and activities Lumpkin and Dees (2001). Most of cooperatives run business activities to generate income for the benefits of their members. Thus, entrepreneurial elements and concepts must be related to cooperative as they practice business

activities.

SERVANTLEADERSHIP

COOPERATIVE’S PERFORMANCE

CONCLUSION

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