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The Internet has become a favoured medium for the presentation and exchange of environmental and chemical data. To search for relevant information, the user either has to know the direct address of the Internet site, or has to use search engines and meta information repositories. In the latter case, the desired resource is described by a number of keywords, or descriptors. However, if too few descriptors are given, the answer set is immensely large. If too many or too specific descriptors are given, valuable information might be sorted out, because it lacks a particular descriptor. The Intelligent Cluster Index (ICIx) technology can remedy this situation. It generates a clustering of documents by their content characteristics. Applied in the described scenario this results in a grouping of Internet resources with comparable content. ICIx offers a similarity search facility based on the clustering. It allows the search for an arbitrary combination of descriptors. If an exact match is required, the result contains only documents matching all descriptors. In the similarity search, documents with comparable content – identified by the similarity clustering – can be included in the result set, even if they do not match all descriptors. Thus ICIx offers a wider range of relevant information in the answer than standard full text search provides.

This study aims to include two major objectives. Firstly, Frederick’s leadership is explored and characterized. Secondly, it is examined as to why a leader may (or may not) adopt servant leadership behavior in the case of Frederick II, King of Prussia.

The applied methodology is a historical examination of Frederick II’s leadership, an eighteenth-century’s monarch who has the reputation of being the “first servant of the state.” The analysis is conducted from the perspective of modern servant leadership research.

This study shows Frederick remains a rather non-transparent person of contradictions. The authors identified multiple reasons which explain why a leader may adopt servant leadership. Frederick’s motives to adopt a certain leadership behavior appear timeless and, thus, he most likely shares the same antecedents with today’s top executives.

The authors identified various antecedents of individual servant leadership dimensions, an under-research area to date.

To the best of authors’ knowledge, this study is the first to look at Frederick's leadership style through the lens of modern servant leadership.