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Higher Education Administrators as Servant Leaders to Promote Organizational Stability During the COVID-19 Crisis: A Phenomenological Study

Higher Education Administrators as Servant Leaders to Promote Organizational Stability During the COVID-19 Crisis: A Phenomenological Study

Chenille White | 2026

Abstract

This qualitative phenomenological study examined how higher education administrators applied servant leadership principles to promote organizational stability during the COVID-19 crisis. Leadership is widely acknowledged as essential during times of crisis, yet limited attention has been given to how servant leadership was practiced in higher education during this period of disruption. This study addressed the gap by exploring the experiences of higher education administrators who led through the pandemic. Findings indicated that servant leadership was enacted through intentional communication, empathy, relational engagement, and a consistent focus on the well-being of faculty, staff, and students. Participants emphasized the importance of trust, transparency, and adaptability in maintaining continuity and supporting institutional operations. Leadership practices grounded in service and ethical responsibility were described as central to fostering stability amid uncertainty. In-depth interviews were conducted to explore servant leadership principles demonstrated firsthand. This study contributes to the field of organizational leadership by demonstrating how servant leadership can serve as a viable and effective approach to crisis leadership in higher education. The findings highlight the value of people-centered leadership practices in sustaining organizational resilience and offer insights for leaders navigating future crises.

Keywords: COVID-19 Pandemic, Crisis Leadership, Higher Education Administration, Organizational Resilience, Organizational Stability, Servant

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Exploring Positive Perspectives of Person-Job (P-J) Fit and Person-Organization (P-O) Fit and Their Impact on Job Satisfaction for Gen Z and Employer Perspectives

Exploring Positive Perspectives of Person-Job (P-J) Fit and Person-Organization (P-O) Fit and Their Impact on Job Satisfaction for Gen Z and Employer Perspectives

Sylvia Anne Turner | 2026

Abstract

I began this study by reading an article about employers firing Gen Z employees and no longer hiring them because of shortcomings, including inadequate communication skills, poor organizational skills, a lack of motivation, a lack of initiative, and inappropriate language in the workplace (Royle, 2024). Balen and Vreja (2018) presented a paper that showed how work-related values and attitudes can have significant implications for Gen Z’s workplace integration. I decided to conduct a study exploring positive perspectives of person-job (P-J) and person-organization (P-O) fit and their impact for job satisfaction for Gen Z and employer perspectives. I interviewed eight Gen Z individuals, two males and six females, ages 19-26, via Zoom using open-ended, semistructured interview questions to address four research questions. I transcribed the interviews and uploaded them to Intellectus Qualitative, an analysis software I used for this study that expedited my qualitative data analysis by coding, thematizing, and generating reports. After transcribing the interviews, I organized and grouped the interview questions and created files for each research question, each containing the corresponding interview questions. In Intellectus Qualitative, I separately created four new projects, one for each research question. I uploaded the interview questions, one for each created project, for the corresponding research question, making the appropriate selections in Intellectus Qualitative, and followed the prompts. Intellectus Qualitative then generated separate reports for each research question, including codes, themes, and excerpts. I used the themes and codes generated by Intellectus Qualitative to answer the research questions, and I have attached the generated coded excerpts as appendices to this study. Intellectus Qualitative was very useful in simplifying the coding and thematic process. Research could continue for future studies to address other areas of P-J fit and P-O fit other than job, employer, and organization, as they relate to Gen Z. The current study comprised Gen Z participants, ages 19-26, from various job sectors, located on the East and West Coasts in the United States, so perhaps narrowing the study to a single job field, or expanding the age range a bit, or expanding to different geographical areas could yield new insights related to P-J and P-O fit for job, employer and organization satisfaction for Gen Z.

Keywords: Gen Z, person-job fit, person-organization fit, job satisfaction

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A Multisite Case Study of Organizational Culture: Toward a Model of Church Mobilization

A Multisite Case Study of Organizational Culture: Toward a Model of Church Mobilization

Michelle Gonzalez Segundo | 2026

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The purpose of this qualitative multisite case study was to examine how organizational culture influences congregational mobilization in fulfilling the Great Commission (Matt. 28:16-20). While organizational culture has been widely studied in business and nonprofit contexts, its role within the life of the church remains underexplored. This study addresses this gap by investigating how cultural dynamics shape both the internal life and outward mission of local congregations. Data were collected from three evangelical churches in South Texas representing varied sizes and ministry contexts. Sources of data included semistructured interviews, document and artifact analysis (e.g., sermons, websites, and social media), and site observations. The Denison Organizational Culture Survey (Denison, 1990; Denison et al., 2014) was used descriptively to provide contextual insight into each church’s cultural profile across the dimensions of mission, adaptability, involvement, and consistency. These data were used to complement and triangulate the qualitative findings rather than for inferential analysis. Findings revealed that organizational culture plays a central role in shaping congregational engagement in the mission of God. This study introduces the conceptual distinction between the mobile church and the immobile church to describe how culture either cultivates or constrains participation in the Great Commission. The findings provide insight into how cultural patterns influence mobilization and offer practical implications for church leaders seeking to cultivate cultures that faithfully embody and advance the mission of God beyond the four walls of the church.

Keywords: organizational culture, church culture, Great Commission, congregational mobility, mobile church, immobile church, evangelism, discipleship

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The Impact of Leadership Styles on Subordinate Retention: How Leadership Shapes Organizational Culture, Climate, and Talent Retention

The Impact of Leadership Styles on Subordinate Retention: How Leadership Shapes Organizational Culture, Climate, and Talent Retention

Sharon Sebrina Robinson | 2026

Abstract

The purpose of this study was to examine theory and research on leadership styles and their effects on subordinates’ relationships and retention. It is known that leadership cannot exist without employees/subordinates. The problem is that subordinates are inclined to quit, leading to turnover due to a lack of motivation, well-being, empowerment, encouragement, inspiration, effective leadership behavior, and positive reactions from subordinates. This study examined leadership styles and theories of organizational culture and climate to address the need to reconnect leader–subordinate relationships within the organization. These theories or frameworks were utilized to outline directions for future research.

Keywords: leadership style, subordinate, retention, quit, organizational culture, environment

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Leader Transparency and Postpandemic Change Management

Leader Transparency and Postpandemic Change Management

Amy K. Miller | 2026

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The worldwide pandemic that overcame the globe in 2020 imposed rapid organizational change, rendering leaders to feel unprepared for the daily shifts in protocols and business conditions. Follower anxiety and uncertainty escalated as leaders made decisions without complete or stable information. Some businesses closed permanently; others re-opened as COVID-19 waned. This study focused on business leaders who were open before the crisis, remained open as essential businesses during the pandemic, and remain open currently. Both leaders and followers remained flexible, adapting to the changes to continue providing goods and services during the pandemic and beyond. This phenomenological study utilized the critical incident technique to discover how leader transparency affected follower anxiety and uncertainty through the sudden and rapid changes faced by the world during that time. The participants explained how they prepared their followers for change and what insights they learned during the pandemic that are helpful in their leadership currently. The outcomes of this study are instructive for leaders who aim to prepare their employees for change of many types, as well as providing insights for those seeking to manage their followers’ anxiety and uncertainty.

Keywords: confidence, individualized communication, sacrifice, balance

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Exploring Shared Leadership in the Foursquare Church

Exploring Shared Leadership in the Foursquare Church

Steve Mickel | 2026

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This qualitative study investigated shared leadership in The Foursquare Church. While an increasing number of studies exist regarding shared leadership in secular organizations, very little research exists regarding the relationship between shared leadership theory and leadership in the ecclesial context. I utilized a multicase study approach of three shared leadership teams serving within their local Foursquare churches to ascertain the shared leadership experiences within Foursquare churches in the United States. Data collection revealed how the participants experienced shared leadership and the strategies employed. The qualitative analysis discovered eight themes that answered the research question: What is the shared leadership experience within three Foursquare churches where shared leadership was intentionally practiced? Themes included (a) diversity in age and life experience, (b) collaborative senior pastor, (c) inclusiveness in decision making, (d) increased collaboration, (e) better decision making, (f) communication challenges, (g) interpersonal dynamics, and (h) decision-making inefficiencies. Furthermore, I found a deeper understanding regarding the “hows” of shared leadership within local Foursquare churches, as leadership teams implemented shared leadership principles that contrasted with hierarchical leadership practices. Findings provide ecclesial leaders with a foundation for implementing shared leadership in their context, including six recommendations: (a) practice collaborative leadership, (b) intentionally develop diverse teams, (c) include trusted leaders in decision making, (d) establish consistent communication practices, (e) foster emotional and spiritual health, and (f) define a robust theology of shared leadership. The significance of this qualitative research study is that it offers insights into shared leadership practices within The Foursquare Church and provides avenues for future studies that contribute to the scholarly work concerning shared leadership.

Keywords: ecclesial, Foursquare, qualitative, shared leadership

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Ethical Adaptive Complexity Leadership: A Phenomenological Study of Critical Incidents in Complex Decision Making

Ethical Adaptive Complexity Leadership: A Phenomenological Study of Critical Incidents in Complex Decision Making

Jeffrey Glenn McKinney | 2026

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Leaders frequently face ethical decisions in volatile, uncertain, complex, and ambiguous environments. This phenomenological study explored how experienced organizational leaders described, interpreted, and responded to ethically complex decision making during critical incidents. Guided by the ethical adaptive complexity leadership (EACL) framework, which integrates ethical, adaptive, and complexity leadership theories, the study employed Flanagan’s (1954) critical incident technique (CIT) to elicit detailed narratives from senior leaders across diverse organizational settings. Eight semistructured interview questions, based on current leadership research, directed this investigation. Data analysis involved thematic coding within a phenomenological approach, identifying themes both inductively and deductively. Findings revealed recurring patterns of ethical tension, adaptive responses, and systems awareness that influenced leader behavior and reflective thinking. This research advances leadership scholarship by combining ethical, adaptive, and faith-informed perspectives across organizational, military, and community contexts. By reframing systemic pressures as opportunities for moral reflection and coalition building, leaders demonstrate how they turn crises into testimonies of service. The unique contribution of this work lies in its multidimensional framework, which integrates theory and practice to guide leadership in ethically complex situations. Implications include applications for leadership training, crisis management, ethical decision-making frameworks, and organizational resilience.

Keywords: adaptive leadership, coalition building, complexity leadership, critical incident technique, decision making, real-time crisis management

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An Assessment of Servant Leadership Differences Between Information Technology Leaders in Canada and India

An Assessment of Servant Leadership Differences Between Information Technology Leaders in Canada and India

Christel Mbonteh | 2026

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This study focused on the differences in servant leadership between information technology (IT) leaders in Canada and India. Greenleaf (1977) introduced the concept of servant leadership, but Patterson (2003) developed a newer model that describes the process by which a leader and followers interact through seven leadership attributes. The seven leadership constructs by Patterson that were leveraged in this study include Agapao love, humility, altruism, vision, trust, empowerment, and service. The study used the Servant Leadership Assessment Instrument (SLAI) by R. S. Dennis and Bocarnea (2005) to examine whether followers’ perceptions of their leaders differed by leader–follower gender similarity and tenure (time spent under that leader). Data was collected using a questionnaire with convenience sampling to gather information, provide insight, and foster understanding, thereby answering the research questions and testing the research hypotheses. The study findings suggested that country does not have a statistically significant effect on agapao, altruism, empowerment, humility, or trust but does have a statistically significant effect on serving and vision. Also, it confirmed that a leader’s empowerment of followers was positively related to followers’ perceptions of service in both Canadian and Indian contexts. Future recommendations for research on this topic include conducting a mixed-methods study with additional instruments beyond the SLAI to analyze differences in servant leadership between leaders in the Canadian and Indian IT sectors.

Keywords: information technology, culture, servant leadership

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Five Components of Success in Professional Services: A Mixed Methods Study of Successful Architecture and Engineering Firms

Five Components of Success in Professional Services: A Mixed Methods Study of Successful Architecture and Engineering Firms

Michael Matthews | 2026

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This mixed methods study examines what distinguishes successful architecture and engineering firms by exploring five organizational components: values, mission, and vision (VMV); governance; organizational structure; leadership; and culture. Drawing from data from a broader survey population, firms performing in the 80th percentile of overall performance over a 3-year period were identified for participation. Qualitative data were collected through semistructured interviews with firm leaders and analyzed using transcription, artificial-intelligence-assisted coding, and second-cycle thematic analysis. Quantitative data were gathered using validated instruments, including the Multifactor Leadership Questionnaire to assess leadership styles and the Organizational Culture Assessment Instrument to identify prevailing cultural orientations. Traditional financial and structural variables such as firm size, growth rate, turnover, and cash flow were intentionally excluded as drivers of success, as they were not significantly correlated with firm performance in the full study sample. The findings indicated that high-performing architecture and engineering firms share a pronounced internal and interpersonal orientation across values, governance practices, organizational structure, leadership behavior, and culture. VMV primarily function as sources of meaning and identity, with vision often expressed as an implicit, lived construct rather than a formalized statement. Governance practices reflect partnership-like norms characterized by shared authority, collective stewardship, and peer accountability, regardless of legal corporate form. Organizational structure is experienced less through formal hierarchies and more through teamwork, professional autonomy, and client-centered accountability. Quantitative results showed that firm leaders predominantly exhibit transformational leadership traits and that clan culture is the dominant cultural orientation. Collectively, the findings suggest that sustained success in professional services firms emerges from alignment and coherence around internally focused, relational, and professional norms that are reinforced across values, governance, organizational structure, leadership behavior, and culture, rather than from the optimization of any single organizational element in isolation.

Keywords: Culture, Governance, Leadership, Mission, Organizational Structure, Values

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Exploring the Lived Experiences of Pastors’ Wives Through Social Identity Theory

Exploring the Lived Experiences of Pastors’ Wives Through Social Identity Theory

Cherelle Johnson | 2026

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This qualitative phenomenological study examined the lived leadership experiences of pastors’ wives who serve in unofficial or unrecognized leadership capacities within their churches and explored how they construct and interpret their social identity and influence through the lens of social identity theory. The problem addressed was the persistent invisibility, role ambiguity, and identity pressure surrounding pastors’ wives’ contributions to ecclesial leadership, despite their significant relational and organizational impact. Guided by two research questions, the study investigated (a) how pastors’ wives describe their lived experiences in unofficial leadership roles and (b) how they interpret their identity and influence in the absence of formal authority. Purposeful sampling was used to recruit participants who met established criteria. Data were collected through semistructured, in-depth interviews conducted via secure video conferencing, audio-recorded with consent, and transcribed verbatim. Data analysis followed Moustakas’s (1994) modified van Kaam (1966) phenomenological method, including horizontalization, reduction and elimination, clustering of themes, and the synthesis of textural and structural descriptions into a composite essence. Six interrelated themes emerged: leadership was most frequently experienced as informal and assumed in response to ministry needs rather than formally assigned; emotional labor and regulation functioned as continuous, often unseen work that sustained congregational stability; heightened visibility operated as a pervasive contextual condition shaping behavioral norms, emotional expression, and representational responsibility; calling-based leadership identity provided an internally anchored framework through which participants made meaning of responsibility and influence apart from positional authority; identity negotiation reflected ongoing tension between personal identity and role expectations, often unfolding developmentally through reflection and discernment; and leadership trajectories varied as anticipated or unanticipated, yet consistently matured over time through lived experience. This study extends social identity theory into ecclesial leadership contexts and contributes to the scholarly literature on informal leadership, identity construction, and social influence within faith-based Pastors’ Wives Experience Through SIT iv organizational systems. Practitioner implications include recommendations for churches to recognize, clarify, and ethically support the informal leadership roles of Pastors’ Wives.

Keywords: Church Leadership, Divorce and Church Leadership Development, Divorce in Church, Leadership Development

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