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What's in a name? A mix methods stud...

James, Trevor.

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What's in a name? A mix methods study of the perceptions, complexity and paradoxical nature of servant leadership among business professionals.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	What's in a name? A mix methods study of the perceptions, complexity and paradoxical nature of servant leadership among business professionals./
作者:	James, Trevor.
出版者:	Ann Arbor : ProQuest Dissertations & Theses, : 2016,
面頁冊數:	243 p.
附註:	Source: Dissertation Abstracts International, Volume: 78-05(E), Section: A.
Contained By:	Dissertation Abstracts International78-05A(E).
標題:	Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=10241810
ISBN:	9781369374322

What's in a name? A mix methods study of the perceptions, complexity and paradoxical nature of servant leadership among business professionals.
James, Trevor.

What's in a name? A mix methods study of the perceptions, complexity and paradoxical nature of servant leadership among business professionals. - Ann Arbor : ProQuest Dissertations & Theses, 2016 - 243 p.

Source: Dissertation Abstracts International, Volume: 78-05(E), Section: A.

Thesis (Ph.D.)--Cardinal Stritch University, 2016.

The purpose of this study was to explore the perceptions and characteristics of Servant Leadership in the workplace by business students and their managers using a mixed methods convergent parallel design. In general, Servant leadership is defined as a way of leading which places the needs of others above the leader's own interests. To research this definition further, qualitative interview questions guiding this study revolved around learning if the construct of love is at the center of Servant Leadership, if there are differences between the words Servant and Service, and how Servant Leadership is perceived in the workplace.

ISBN: 9781369374322Subjects--Topical Terms:

516664
Management.

What's in a name? A mix methods study of the perceptions, complexity and paradoxical nature of servant leadership among business professionals.
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245 1 0 $a What's in a name? A mix methods study of the perceptions, complexity and paradoxical nature of servant leadership among business professionals.
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300 $a 243 p.
500 $a Source: Dissertation Abstracts International, Volume: 78-05(E), Section: A.
500 $a Adviser: Mette Baran.
502 $a Thesis (Ph.D.)--Cardinal Stritch University, 2016.
520 $a The purpose of this study was to explore the perceptions and characteristics of Servant Leadership in the workplace by business students and their managers using a mixed methods convergent parallel design. In general, Servant leadership is defined as a way of leading which places the needs of others above the leader's own interests. To research this definition further, qualitative interview questions guiding this study revolved around learning if the construct of love is at the center of Servant Leadership, if there are differences between the words Servant and Service, and how Servant Leadership is perceived in the workplace.
520 $a The quantitative research involved a survey to determine if business students and their managers perceived differences between the seven categorical characteristics of Servant Leadership including emotional healing, creating value for the community, conceptual skills, empowering, helping subordinates grow and succeed, putting subordinates first, and behaving ethically. A follow-up question examined whether the study participants identified these characteristics with Servant Leadership. The data resulted in little discrepancy in the perceptions of the characteristics by the study participants and that they would not identify these characteristics with this style of leadership.
520 $a Overall the findings indicated that business managers feel comfortable assigning the specific characteristics of Servant Leadership to their employees but seem to have difficulty with assigning the name "Servant Leader" to them. These results illustrated the importance of word choice when understanding the perceptions around this kind of leadership and how future research of it may involve changing the name to better incorporate the actions within the leadership theory.
520 $a The implications of the research justified the term "Servant Leadership" continues to be unclear for business professionals even if they are willing to attribute Servant Leadership characteristics to their employees or themselves. Furthermore, they do not seem as open to use the term "Servant Leader" to describe them. Redefining Servant Leadership with a new name such as "Service Leadership", a new definition, and revised model may provide a clearer understanding allowing reluctant business leaders and business students to adapt this worthwhile leadership theory that so many praise and value.
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