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

Record Type:	Language materials, manuscript : Monograph/item
Title/Author:	Barriers to servant leadership: /
Reminder of title:	Perceived organizational elements that impede servant leader effectiveness.
Author:	Foster, Barry Alan.
Description:	1 online resource (386 pages)
Notes:	Source: Dissertation Abstracts International, Volume: 61-05, Section: A, page: 1935.
Contained By:	Dissertation Abstracts International61-05A.
Subject:	Management. -
Online resource:	click for full text (PQDT)
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. - 1 online resource (386 pages)

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

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

Includes bibliographical references

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.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2018

Mode of access: World Wide Web

ISBN: 9780599797321Subjects--Topical Terms:

558618
Management.
Index Terms--Genre/Form:

554714
Electronic books.

Barriers to servant leadership: = Perceived organizational elements that impede servant leader effectiveness.
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500 $a Source: Dissertation Abstracts International, Volume: 61-05, Section: A, page: 1935.
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502 $a Thesis (Ph.D.)--The Fielding Institute, 2000.
504 $a Includes bibliographical references
520 $a 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.
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