Authors :
Agus F. Abdillah; Sarach Diba Hidayat; Doni Sugianto Sihotang
Volume/Issue :
Volume 11 - 2026, Issue 8 - August
Google Scholar :
https://tinyurl.com/yc2avhy4
Scribd :
https://tinyurl.com/mr4dwnpf
DOI :
https://doi.org/10.38124/ijisrt/26aug618
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working days from the publication date to appear in PlumX Metrics, Semantic Scholar, and
ResearchGate.
Abstract :
This study extends servant leadership theory by introducing faith-driven governance as its epistemic foundation,
explaining how ethics and empathy are constructed and enacted in community-centered contexts. While servant leadership
research emphasizes moral and relational dimensions, it provides limited insight into how these values emerge and operate
beyond formal organizational settings. Drawing on qualitative analysis of public leadership narratives in Indonesia, this
study develops a conceptual framework linking faith (tauhid), embodied experience, and informal welfare institutions. The
findings show that faith functions as a moral compass and decision-making logic, shaping leadership orientation. This
foundation is reinforced through lived experiences of hardship, generating embodied empathy that informs servant
leadership practices oriented toward service and social justice. These practices are operationalized through hybrid welfare
governance, particularly via pesantren, which provide social protection and community support. The interaction of these
elements contributes to community well-being, reflected in dignity restoration, trust, and social inclusion, while also
enhancing governance performance, particularly in terms of responsiveness and legitimacy. This study contributes to
servant leadership literature by (1) positioning faith as a foundational moral-cognitive structure, (2) identifying embodied
leadership as a mechanism linking experience and empathy, and (3) extending servant leadership into informal and
community-based governance contexts.
Keywords :
Servant Leadership; Ethical Leadership; Governance Performance; Community Well-Being.
References :
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- Ayina, D. R. (2025). Lived faith in the practice of Christian leaders. In Spirituality for Leaders: Theoretical Insights and Practical Tools. Pages: 52 - 56, Book Chapter2025, EID: 2-s2.0-105026641729
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- Cissna, K., Dern, G., Gross, C., & Wickramasinghe, A. (2023). A servant leader’s guide to maximizing the potential of diverse teams: A model for leadership development. In The Palgrave Handbook of Servant Leadership. Volume: 1, Pages: 423 - 441, Book Chapter, 2023EID: 2-s2.0-85196440674
- Coetzer, M. F., Bussin, M., & Geldenhuys, M. (2017). The functions of a servant leader. Administrative Sciences, 7(1), 5. https://doi.org/10.3390/admsci7010005
- Contreras, T. F. (2016). Servant and spiritual leadership theories: Are they two different notions? Journal of Human Values, 22(3), Pages: 202 - 208, EID: 2-s2.0-84987720593
- Eva, N., Robin, M., Sendjaya, S., van Dierendonck, D., & Liden, R. C. (2019). Servant leadership: A systematic review and call for future research. The Leadership Quarterly, 30(1), 111–132, EID: 2-s2.0-85050658228
- Giolito, V. J., Liden, R. C., van Dierendonck, D., & Cheung, G. W. (2021). Servant leadership influencing store-level profit: The mediating effect of employee flourishing. Journal of Business Ethics, 172(3), 503–524. https://doi.org/10.1007/s10551-020-04509-1
- Heine, E. C. E., Stouten, J., & Liden, R. C. (2023). Providing service during a merger: The role of organizational goal clarity and servant leadership. Journal of Business Ethics, 184(3), 627–647. https://doi.org/10.1007/s10551-022-05162-6
- Houston, T. (2023). Servant leadership: Practices, experiences, and effective ways to mitigate barriers. In The Palgrave Handbook of Servant Leadership. Volume: 2Pages: 1307 - 1325. Book Chapter. EID: 2-s2.0-85196453487
- Lemoine, G. J., Eva, N., Smallfield, J., Hartnell, C. A., & Meuser, J. D. (2025). Fortifying servant leadership’s foundations: Five core questions to guide future research. Group & Organization Management. Advance online publication. https://doi.org/10.1177/10596011251376461
- McQuade, K. E., Harrison, C., & Tarbert, H. (2021). Systematically reviewing servant leadership. European Business Review. Volume: 33, Issue: 3, Pages: 465 - 490, EID: 2-s2.0-85091463951
- Parris, D. L., & Peachey, J. W. (2013). A systematic literature review of servant leadership theory in organizational contexts. Journal of Business Ethics, 113(3), 377–393, EID: 2-s2.0-84876447485
- Puls, T. R. (2014). The impact of faith on servant leadership and leadership behaviour. In Human Rights and Ethics: Concepts, Methodologies, Tools, and Applications, Volume: 2Pages: 975 - 994, Book Chapter.
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This study extends servant leadership theory by introducing faith-driven governance as its epistemic foundation,
explaining how ethics and empathy are constructed and enacted in community-centered contexts. While servant leadership
research emphasizes moral and relational dimensions, it provides limited insight into how these values emerge and operate
beyond formal organizational settings. Drawing on qualitative analysis of public leadership narratives in Indonesia, this
study develops a conceptual framework linking faith (tauhid), embodied experience, and informal welfare institutions. The
findings show that faith functions as a moral compass and decision-making logic, shaping leadership orientation. This
foundation is reinforced through lived experiences of hardship, generating embodied empathy that informs servant
leadership practices oriented toward service and social justice. These practices are operationalized through hybrid welfare
governance, particularly via pesantren, which provide social protection and community support. The interaction of these
elements contributes to community well-being, reflected in dignity restoration, trust, and social inclusion, while also
enhancing governance performance, particularly in terms of responsiveness and legitimacy. This study contributes to
servant leadership literature by (1) positioning faith as a foundational moral-cognitive structure, (2) identifying embodied
leadership as a mechanism linking experience and empathy, and (3) extending servant leadership into informal and
community-based governance contexts.
Keywords :
Servant Leadership; Ethical Leadership; Governance Performance; Community Well-Being.