TABLE 1.

The conceptual definitions of value-based leadership.

	Conceptual definitions
Authentic leadership	“A process that draws from both positive psychological capacities and a highly developed organizational context, which results in bot greater self-awareness and self-regulated positive behaviors on the part of leaders and associates, fostering positive self-development” (Luthans and Avolio, 2003, p. 243).
	“a pattern of leader behavior that draws upon and promotes both positive psychological capacities and a positive ethical climate, to foster greater self-awareness, an internalized moral perspective, balanced processing of information, and relational transparency on the part of leaders working with followers, fostering positive self-development. Note that this definition reflects several assumptions that underlie our perspective of authentic leadership” (Walumbwa et al., 2008).
Ethical leadership	“The demonstration of normatively appropriate conduct through personal actions and interpersonal relationships, and the promotion of such conduct to followers through a two-way communication, reinforcement, and decision-making” (Brown et al., 2005, p. 120).
Servant leadership	“The servant-leader is servant first… the differences manifests itself in the care taken by the servant – first to make sure that other people’s highest-priority needs are being served… do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And what is the effect on the least privileged in society; will they benefit or, at least, not be further deprived?” (Greenleaf, 1977, pp. 13-14).
	“Servant leadership is an (1) other-oriented approach to leadership (2) manifested through one-on-one prioritizing of follower individual needs and interests, (3) and outward reorienting of their concern for self toward concern for others within the organization and the larger community” (Eva et al., 2019).