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Barriers to servant leadership: Per...

Foster, Barry Alan.

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Barriers to servant leadership: Perceived organizational elements that impede servant leader effectiveness.

紀錄類型:	書目-電子資源 : Monograph/item
正題名/作者:	Barriers to servant leadership: Perceived organizational elements that impede servant leader effectiveness./
作者:	Foster, Barry Alan.
出版者:	Ann Arbor : ProQuest Dissertations & Theses, : 2000,
面頁冊數:	386 p.
附註:	Source: Dissertation Abstracts International, Volume: 61-05, Section: A, page: 1935.
Contained By:	Dissertation Abstracts International61-05A.
標題:	Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=9974230
ISBN:	9780599797321

Barriers to servant leadership: Perceived organizational elements that impede servant leader effectiveness.
Foster, Barry Alan.

Barriers to servant leadership: Perceived organizational elements that impede servant leader effectiveness. - Ann Arbor : ProQuest Dissertations & Theses, 2000 - 386 p.

Source: Dissertation Abstracts International, Volume: 61-05, Section: A, page: 1935.

Thesis (Ph.D.)--The Fielding Institute, 2000.

The purpose of this research was to examine the organizational barriers that impede or block the practice of servant leadership. The study was conducted at a large corporation in the United States, which remains anonymous in this document. It included 20 carefully selected participants who were recognized as practicing servant leaders. Their roles included senior managers, first-level supervisors, and individuals who were influential leaders of projects and other key organizational objectives. The research methodology was qualitative, utilizing phenomenology to capture the participants' lived organizational experiences. An interview protocol was developed and used to guide in-depth interviews. The interviews were transcribed. The participants edited and approved the transcripts to ensure accuracy. The revised transcripts were the source of data for analysis. The data were analyzed for incidence of the barriers that the participants believed negatively impacted their day-to-day practice of servant leaders. In all, 180 barriers were identified, which were organized into 28 barrier categories. The categories were organized into 6 mega-categories. The significant barrier categories that emerged included lack of trust, paternalism, conflicting leadership styles, misunderstanding of servant leadership, middle management barriers, lack of empowerment, self-serving personal agendas, limited communication, lack of development, and inadequate listening. There were a number of implications that resulted from the research. Servant leadership requires an aligned leadership model. The barriers were actual (not just perceived) from the perspective that they had a very real effect on the effectiveness of the servant leaders. Servant leaders tend to focus on positive aspects of the organizational culture. A common label or name of the leadership model would be helpful to servant leaders. It appears that there are very practical steps that an organization can take to overcome the barriers and create a positive environment for improved servant leader effectiveness. The conclusion was that organizations attempting to move away from command-and-control leadership to a more people-centered leadership model must first understand the barriers. To be effective, servant leadership should be supported by the organizational culture.

ISBN: 9780599797321Subjects--Topical Terms:

516664
Management.

Barriers to servant leadership: Perceived organizational elements that impede servant leader effectiveness.
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