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The followers' perspective on the be...

Cox, Darcy S.

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The followers' perspective on the benefits, challenges and perceived personal impact of a servant leader: A generic qualitative study.

Record Type:	Language materials, printed : Monograph/item
Title/Author:	The followers' perspective on the benefits, challenges and perceived personal impact of a servant leader: A generic qualitative study./
Author:	Cox, Darcy S.
Description:	105 p.
Notes:	Source: Dissertation Abstracts International, Volume: 75-05(E), Section: B.
Contained By:	Dissertation Abstracts International75-05B(E).
Subject:	Psychology, Industrial. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3611723
ISBN:	9781303726668

The followers' perspective on the benefits, challenges and perceived personal impact of a servant leader: A generic qualitative study.
Cox, Darcy S.

The followers' perspective on the benefits, challenges and perceived personal impact of a servant leader: A generic qualitative study. - 105 p.

Source: Dissertation Abstracts International, Volume: 75-05(E), Section: B.

Thesis (Ph.D.)--Capella University, 2014.

Organizational effectiveness is ultimately dependent on the quality of its leadership. In 1970, Robert Greenleaf introduced the promising concept of servant leadership, a leadership model that professes that the most effective leaders are those motivated, not by personal desires or advancement, but by a natural impulse to meet the needs of others first. A gap exists in the literature concerning the perspective of the servant-led follower; an important question, given that without followers, there can be no leaders. This generic qualitative study begins to close this chasm by querying 10 servant-led followers about the benefits, challenges and perceived personal impact of following a servant leader. The findings contribute rich, qualitative data from the followers' perspective in the form of intimate reflections and stories that result in eight primary themes. Ultimately, the findings stress the importance of interpersonal relationships between the follower and the leader and the large number of benefits that cascade from that relationship. All employees want to feel valued and servant leaders know how to do this. The loyalty that they evoke is remarkable and over time the organizational culture that gets built is ethical, strong and sustainable. Actionable items are suggested for organizations interested in pursuing or perpetuating a servant-led culture.

ISBN: 9781303726668Subjects--Topical Terms:

520063
Psychology, Industrial.

The followers' perspective on the benefits, challenges and perceived personal impact of a servant leader: A generic qualitative study.
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100 1 $a Cox, Darcy S. $3 2099081
245 1 4 $a The followers' perspective on the benefits, challenges and perceived personal impact of a servant leader: A generic qualitative study.
300 $a 105 p.
500 $a Source: Dissertation Abstracts International, Volume: 75-05(E), Section: B.
500 $a Adviser: Deborah Vogele-Welch.
502 $a Thesis (Ph.D.)--Capella University, 2014.
520 $a Organizational effectiveness is ultimately dependent on the quality of its leadership. In 1970, Robert Greenleaf introduced the promising concept of servant leadership, a leadership model that professes that the most effective leaders are those motivated, not by personal desires or advancement, but by a natural impulse to meet the needs of others first. A gap exists in the literature concerning the perspective of the servant-led follower; an important question, given that without followers, there can be no leaders. This generic qualitative study begins to close this chasm by querying 10 servant-led followers about the benefits, challenges and perceived personal impact of following a servant leader. The findings contribute rich, qualitative data from the followers' perspective in the form of intimate reflections and stories that result in eight primary themes. Ultimately, the findings stress the importance of interpersonal relationships between the follower and the leader and the large number of benefits that cascade from that relationship. All employees want to feel valued and servant leaders know how to do this. The loyalty that they evoke is remarkable and over time the organizational culture that gets built is ethical, strong and sustainable. Actionable items are suggested for organizations interested in pursuing or perpetuating a servant-led culture.
590 $a School code: 1351.
650 4 $a Psychology, Industrial. $3 520063
650 4 $a Business Administration, Management. $3 626628
650 4 $a Ethics. $3 517264
650 4 $a Sociology, Organizational. $3 1018023
690 $a 0624
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710 2 $a Capella University. $b Harold Abel School of Social and Behavioral Sciences. $3 1678347
773 0 $t Dissertation Abstracts International $g 75-05B(E).
790 $a 1351
791 $a Ph.D.
792 $a 2014
793 $a English
856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3611723