Title:Servantleadershipin higher education: Exploring
perceptions of educators and staff employed in a university
setting
Author(s):Iken, Stacie [email protected] 701-255-7500Dept. of
Occupational Therapy - Division of Human Performance Science --
University of Mary - 7500 University Drive, Bismarck, ND, 58504
Degree:Ph.D.
Year:2005
Pages:00086
Institution:The University of North Dakota; 0156
Advisor:Adviser Richard Landry
Source:DAI, 66, no. 12A (2005): p. 4317
Standard No:ISBN:0-542-46147-1
Abstract:The purpose of this research was to determine and
compare perceptions among educators and staff of the practice of
servantleadershipon an institution-wide basis at a private
Christian university in the Midwest. Two separate studies were
conducted as part of this research project. The first study
examined perceptions of teaching faculty at the university.
Perceptions of educators were compared across a spectrum of
academic majors and for varying degrees of exposure to the
servantleadershipmodel. The second study examined perceptions of
staff. Perceptions of these employees were compared across a
spectrum of positions and for varying degrees of exposure to the
servantleadershipmodel. TheOrganizationalLeadershipAssessmentwas
used to gather data about perceptions of servantleadershipalong
seven dimensions of servantleadership: Values People, Develops
People, Builds Community, Displays Authenticity,
ProvidesLeadership, SharesLeadership, and Job Satisfaction. A total
of 92 employees participated in this research. Employees
represented in this sample included 33 full-time faculty, 23
corporate staff, 28 support staff, and eight administrators.
Educators agreed that servantleadershipis being practiced on the
campus. Job satisfaction was rated the dimension of
servantleadershipmost highly perceived by educators. It had less of
an effect on how servantleadershipwas displayed when including all
seven dimensions of servantleadership. Results support development
of programming on a university-wide basis as a method of enriching
the potential for behaviors to be displayed in the specific areas
of Develops People, Displays Authenticity, and SharesLeadership.
Results of the study involving staff showed an average agreement
that servantleadershipis being practiced on the campus. Staff
perceived a need to further Develop People. Staff also perceived a
need to further develop skills in SharesLeadership. Results from
these studies indicated that length of employment did not
significantly impact perceptions of servantleadership.
Results of this research suggest that servantleadershipis
perceivable and can be measured by members of an organization.
However, professional development opportunities requiring
collaboration and relationship building would potentially enhance
further development in dimensions of servantleadership.
SUBJECT(S)
Descriptor:EDUCATION, HIGHER
Accession No:AAI3199527
Database:Dissertations
Title:Servantleadershipand the effectiveness of teams
Author(s):Irving, Justin [email protected] of
Ministry Leadership -BethelSeminary
Degree:Ph.D.
Year:2005
Pages:00099
Institution:Regent University; 1058
Advisor:Adviser Bruce E. Winston
Source:DAI, 66, no. 04A (2005): p. 1421
Standard No:ISBN:0-542-09714-1
Abstract:The purpose of this study was to investigate the
relationship between servantleadershipand the effectiveness of
teams. While Greenleaf's (1977) seminal work on
servantleadershiphas led to a growing body of literature
surrounding the construct; up to this point, very little has been
done to investigate what effect servantleadershipbehaviors have on
the effectiveness of teams. In tight of this void in the
literature, the present study sought to answer the research
question: Is there a relationship between servantleadershipand team
effectiveness? by conducting an empirical study in a U.S. division
of an international nonprofit organization. The data collected were
gathered using three instruments:
(a)TheOrganizationalLeadershipAssessment(Laub, 1999); (b)The
ServantLeadershipAssessmentInstrument (Dennis, 2004); and (c)The
Team Effectiveness Questionnaire (Larson & LaFasto, 1989).
These instruments provided data around the following variables:
(a)servantleadershipat theorganizationallevel; (b)job satisfaction
at the individual participant level; (c)team effectiveness at the
team level; and the servantleadershipvariables of (d)love,
(e)empowerment, (f)vision, (g)humility, and (h)trust at the
individual leader level. Pearsonrcorrelation analyses were used to
examine the relationship between team effectiveness and the other
variables associated with servantleadershipand job satisfaction. A
statistically significant and positive correlation was found for
each of the variables associated with servantleadershipand job
satisfaction when analyzed in reference to team effectiveness.
Click Hereto get full disseration
SUBJECT(S)
Descriptor:BUSINESS ADMINISTRATION, MANAGEMENT
Accession No:AAI3173207
Database:Dissertations
Title:Called to serve: Servant-leadershipperceptions at a
Franciscan-sponsored university correlated with job
satisfaction
Author(s):Van Tassell, Malachi
Degree:Ph.D.
Year:2006
Pages:00108
Institution:Capella University; 1351
Advisor:Adviser James Cook
Source:DAI, 67, no. 08A (2006): p. 2843
Standard No:ISBN:978-0-542-81263-7
Abstract:The call to serve is an important dimension of
Franciscanleadership. This study sought to determine to what
extent, if any, servant-leadershipis perceived at a
Franciscan-sponsored university. In February, 2006, Laub's
(1999)OrganizationalLeadershipAssessment(OLA) and Bowling Green
University's (1997) Job Descriptive Index (JDI) were administered
to the staff of a liberal-arts, private, Franciscan-sponsored
university to measure servant-leadershipperceptions and job
satisfaction. The results of the OLA were stratified by job
classification as well as by division of the university.
Differences in servant-leadershipperceptions were found amongst the
various job classifications and divisions. The results of the OLA
were further correlated with the results of the Job in General
(JIG) subset of the JDI to see what type of linear relationship, if
any, existed. A moderate, positive linear relationship between
servant-leadershipperceptions and job satisfaction was found.
SUBJECT(S)
Descriptor:EDUCATION, ADMINISTRATIONEDUCATION,
RELIGIOUSEDUCATION, HIGHER
Accession No:AAI3229492
Database:Dissertations
Title:Perceptions of the evidence of a servantleadershipculture
among educators in the P--12 school system in the North American
Division of Seventh-day Adventists
Author(s):Ross, Donovan B.
Degree:Ph.D.
Year:2006
Pages:00134
Institution:Andrews University; 0443
Advisor:Adviser Hinsdale Bernard
Source:DAI, 67, no. 09A (2006): p. 3256
Standard No:ISBN:978-0-542-87414-7
Abstract:Problem statement. The Seventh-day Adventist church has
consistently advocated that adherents to this religion should be
Christ-like in every aspect of their lives. They should be of
service to others as they create a community of believers who are
loving, kind, and considerate of others. These ideals form some of
the characteristics of servantleadership. The question therefore is
whether servantleadershipis being practiced in the P-12 school
system. No study related to the presence and practice of
servantleadershipin the P-12 school system of the NAD has been
conducted. Research was needed to determine the perceptions of the
evidence of servantleadershipand the possible impact of gender,
age, ethnic background, the size of the school in which the
respondents worked, the gender of the principal, the respondents'
level of education, the configuration of school operation, and the
type of SDA teaching certification that the respondents held.
Methodology. A descriptive, explorative, cross-sectional survey
was conducted. Participants in this study were selected by
stratified random sampling from a population of 6,697 educators
employed in the P-12 school system of the North American Division
of Seventh-day Adventists. Data were collected using
theOrganizationalLeadershipAssessmentand a demographic
questionnaire that were mailed to 1,110 educators with a response
rate of 33.4%. Two research questions and eight null hypotheses
were tested. The first research question was analyzed using
descriptive statistics and a comparison of means. The null
hypotheses and remaining research question were tested at the .05
level of significance using one-way ANOVA.
Results. Laub contends that organizations at or above a 4.0
composite mean score on the OLA can be identified as a servant
organization. The composite means of all scores on this survey was
found to be 3.91 which are very close to the Laub threshold score
of 4.0. This would seem to indicate that the P-12 school system of
the North American Division of Seventh-day Adventists is not a
fully servant organization, but instead practices a positive
version of paternalisticleadership. The results also indicated that
there is a difference in how educators perceive the attributes of
servantleadershipbased on the gender of the educator as well as the
enrollment and configuration of school operation in which the
educator works. However, there is no difference in how educators'
perceive the attributes based on age, ethnic background, gender of
the principal, the educators' level of education, as well as the
SDA teaching certification.
SUBJECT(S)
Descriptor:BUSINESS ADMINISTRATION, MANAGEMENTEDUCATION,
ADMINISTRATION
Accession No:AAI3234103
Database:Dissertations
Title:Servantleadershipin public schools: A case study
Author(s):Anderson, Jason [email protected]
Elementary - 3850 N. Farm Rd. 159 - Springfield, MO, 65803 --
417-523-5100
Degree:Ed.D.
Year:2006
Pages:00122
Institution:Universityof Missouri - Columbia; 0133
Advisor:Adviser Barbara N. Martin
Source:DAI, 67, no. 11A (2006): p. 4043
Standard No:ISBN:978-0-542-97398-7
Abstract:The purpose of this mixed-design study was to examine a
servant leader's impact on a public education (K-12) organization
by identifying and articulating specific leadership behaviors, and
the influence of those behaviors upon the organization in its
entirety and the individuals within the school organization.
In this study, the researcher administered the Organizational
Leadership Assessment (OLA) (Laub, 1998) to staff members in one
Midwest, rural public school district. Responses were analyzed
based on the sub-scales of the inventory:Values & Develops
People, Displays Authenticity, Builds Community, andProvides &
SharesLeadership. Data analysis revealed through rank order that
the behavior ofProvides & SharesLeadershipwas the highest
ranking practice of the servant leader. The practices ofBuilds
CommunityandDisplays Authenticitywere ranked second and third,
respectively. The practice ofValues & Develops Peoplewas ranked
as the lowest servant leader behavior.
Interviews, observations, and document(s) collection provided
the qualitative data which revealed how servant leadership is
defined in a public education setting, and what servant leadership
looks like. The themes ofdefining the organization through process,
connecting to purpose and people, power with versus power over,
andwalking the talkemerged through amalgamation of data.
This study confirmed that a servant leader's behavior positively
impacts the health of the school organization, and the extent the
servant leadership behaviors influence the organization and
individuals within.
SUBJECT(S)
Descriptor:EDUCATION, ADMINISTRATION
Accession No:AAI3242054
Database:Dissertations
tle:A Study of the Church Staff Organization's Servant
Leadership Tendency and Job Satisfaction of the Pastor and of
another Ministerial Staff Person in Southern Baptist Convention
Churches in Tarrant County, Texas
Author(s):Kong, [email protected] 817-456-20078309
Hearthstone Ct, Fort Worth, TX, 76123
Degree:Ph.D.
Year:2007
Pages:
Institution:Southwestern Baptist Theological Seminary
Advisor:Dr. Bob Welch
Source:
Standard No:
Abstract:PROBLEM: The three-fold problem of this study was (1)
to determine the relationship between the pastors perception of the
organizational servant leadership tendency within his church staff
team and his job satisfaction; (2) to determine the relationship
between the ministers perception of the organizational servant
leadership tendency within his or her church staff team and his or
her job satisfaction; and (3) to determine the difference in their
perceptions concerning the organizational servant leadership
tendency within their same church staff team between the pastor and
the minister in Southern Baptist Convention (SBC) churches in
Tarrant County, Texas.PROCEDURES: An introductory letter was mailed
to the pastor and another ministerial staff person in each of the
identified 145 multi-staff SBC churches in Tarrant County, Texas on
16 January 2007. The first survey packet with the Organizational
Leadership Assessment (OLA) and the Minnesota Satisfaction
Questionnaire (MSQ short-form) was sent to them two days later. A
thank you postcard followed one week after that. On 13 February
2007 the second survey packet was sent to the pastors and ministers
of qualified churches who had not yet responded. The last follow-up
letter without survey packet was mailed three weeks later, and the
data collection ended on 17 March 2007. A total of 102 potential
and qualified churches were sent packets. Return rates of the
pastor and the minister groups were 70.6% (72/102) and 71.6%
(73/102), respectively. Pearsons r and a t-test for independent
samples were conducted for testing hypotheses, utilizing SPSS
14.0.FINDINGS AND CONCLUSION: There was a significant, positive
relationship between the pastors perception of the organizational
servant leadership tendency within his church staff team and his
job satisfaction in SBC churches in Tarrant County, Texas (n=72,
r=.577, p
