Generative Leadership: A Case Study on Senior Leaders in the Council for Christian Colleges and Universities
Generative Leadership: A Case Study on Senior Leaders in the Council for Christian Colleges and Universities
Neal Anderson | 2020
Abstract
The purpose of this research was to bring greater insight to the concept of generative leadership. The value of this study is both practical and academic. Leaders aspiring to increase their generative leadership and researchers wishing to better understand the nuances of generative leadership will benefit from the results. The conceptual background that forms the basis for generative leadership stems from Erikson’s (1950, 1968) work on generativity as a core construct in social and personal development theory. According to Ghislieri and Gatti (2012), Erikson’s focus on generativity is ultimately “a concern for establishing and guiding the next generation, a call for care and oriented towards making others grow” (p. 263). According to Surie and Hazy (2006), generative leadership is ultimately a management process orientation, a way of viewing relationships, organizational processes, and the management structure itself. This study takes Hazy and Uhl-Bien’s (2015) suggestion for further research in understanding generative leadership by asking the research question, What are the key behaviors and decisions of effective generative leaders? In order to better understand the behaviors and decisions of effective generative leaders, I used a case study methodology. Participants included five senior leaders from the Council for Christian Colleges and Universities (CCCU). The participants were selected using a purposive sample that resulted from the recommendations of industry professionals. Data was collected through semi-structured interviews with each senior leader individually. Data was analyzed using a two-phase coding approaching through descriptive coding (Phase 1) and patterning coding (Phase 2). Thirteen themes emerged from the coding analysis that helped answer the research question. The 13 emergent themes included intentional relationships, leadership confidence, development orientation, authentic leadership, spirituality, informed decision making, resourcing staff, anchored leadership, leading self, focused leadership, optimism, honesty, and humility. As a result, researchers and practitioners now have a greater knowledge base of generative leadership, helping to inform future research and provide practical application for generative leaders.