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Servant leadership: An examination o...

Stephen, Matt Jeffrey.

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Servant leadership: An examination of public school principals' perceptions of servant leadership as a successful leadership style.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Servant leadership: An examination of public school principals' perceptions of servant leadership as a successful leadership style./
作者:	Stephen, Matt Jeffrey.
出版者:	Ann Arbor : ProQuest Dissertations & Theses, : 2007,
面頁冊數:	202 p.
附註:	Source: Dissertations Abstracts International, Volume: 69-02, Section: A.
Contained By:	Dissertations Abstracts International69-02A.
標題:	School administration. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3259618

Servant leadership: An examination of public school principals' perceptions of servant leadership as a successful leadership style.
Stephen, Matt Jeffrey.

Servant leadership: An examination of public school principals' perceptions of servant leadership as a successful leadership style. - Ann Arbor : ProQuest Dissertations & Theses, 2007 - 202 p.

Source: Dissertations Abstracts International, Volume: 69-02, Section: A.

Thesis (Ed.D.)--Tarleton State University, 2007.

There is a need for a new kind of leadership style in public schools. Sewell (2003) declared that the traditional top-down managerial style is no longer effective in the 21st century education system. The purpose of this quasi-experimental mixed-method study was to examine the success of servant leadership as a leadership style for public school principals. Survey packets were mailed to two groups of Texas public school principals: one group nominated for Principal of the Year by their professional organizations, and one group not thus nominated. Self-perceptions of servant leadership were analyzed through the use of the Servant Leadership Profile-Revised (SLPR) instrument created by Page and Wong (2003). Total mean scores for self-perception of servant leadership as well as mean scores for seven factors of servant leadership were examined. Participants with the highest self-perceptions of servant leadership were interviewed to determine specific actions they employ as servant leaders to promote success in their schools. All of the principals surveyed moderately to strongly agreed with servant leadership concepts. Statistical tests revealed no significant differences in self-perception of servant leadership between principals nominated for Principal of the Year and those not nominated. Significant differences in self-perceptions of servant leadership were discovered between male and female principals, elementary and secondary principals, and among principals of different ethnic backgrounds. No significant differences in self-perception were found in the seven factors of servant leadership among the principals. The factors of "Humility" and "Serving Others" realized the largest gaps between groups. The 12 principals who were interviewed spoke favorably of servant leadership as a successful leadership style, and 60 specific servant leadership actions were identified. This study confirmed that public school principals are likely to perceive themselves as servant leaders, and the study operationalized the construct of servant leadership by identifying and categorizing 60 specific actions that principals take in order to lead their schools to success. It is recommended that future research examine the success of servant leadership for other public school leaders including teachers. Future research could also focus on further defining the 60 servant leader actions established in this study.* *This dissertation is a compound document (contains both a paper copy and a CD as part of the dissertation). The CD requires the following system requirements: Adobe Acrobat.Subjects--Topical Terms:

3172164
School administration.
Subjects--Index Terms:

Leadership

Servant leadership: An examination of public school principals' perceptions of servant leadership as a successful leadership style.
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