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Servant Leadership Theory: A Comparative Study Between University Students from Nigeria and the United States

Servant Leadership Theory: A Comparative Study Between University Students from Nigeria and the United States

Joseph Iwuala | 2019

Abstract

This exploratory study examined the theoretical servant leadership variables of agapao love, humility, altruism, trust, empowerment, and service (Patterson, 2003) between university students from Nigeria and the United States who evaluated their teachers as servant leaders. Simple and multiple regression analyses were used to test the correlations between these seven variables in teachers as servant leaders in both Nigeria and the United States to determine their servant leadership perceptions. A t-test analysis was used to answer the research questions relating to the servant leadership cultures of both Nigeria and the United States. The results of this study provided a new leadership model for Nigeria and perhaps for other sub-Sahara African countries that have not adopted servant leadership praxis in their organizational leadership. Participants (n = 458) were university students from Year 1 to Year 4 who evaluated the perceptions of their teachers as servant leaders in both countries utilizing a data collection questionnaire developed by Dennis and Bocarnea (2005) on the servant leadership model of Patterson (2003). Six research hypotheses were developed for each of these countries’ leadership cultures. Seven research questions guided this study to answer the organizational leadership cultural differences relative to gender in both Nigeria and the United States. This study highlighted the differences in servant leadership cultures that exit between Nigeria and the United States in the context of Patterson servant leadership theory.

Exploring the Experiences of Women Leaders in the Nuclear Power Industry

Exploring the Experiences of Women Leaders in the Nuclear Power Industry

Tamara Kenney | 2019

Abstract

This qualitative study explored the experiences of women leaders and nonleaders working in the nuclear power industry. This study used a phenomenological approach, using in-depth interviews with an interview guide to explore the experiences of participants. A purposeful sampling technique was used to recruit four women leaders and four women nonleaders to participate in the study. Data was collected through conducting in-depth interviews using an interview guide. Interview responses were analyzed using the first cycle coding methods of structural, descriptive, In Vivo, and values coding to generate 44 codes. The second cycle coding methods of focused and pattern coding were then used to arrange the codes into 12 themes including: culture, education, environment, glass ceiling, motivation, networks, nuclear power, self-efficacy, support, technical skills, women in nuclear, and work-life balance. Responses painted a picture of a changing industry where women are still in the minority, particularly in leadership positions. The early culture was dominated by a ‘good old boys’ mentality with limited opportunities for women but the culture is changing to be more inclusive with opportunities for women. Networks and support were highlighted as key elements for women to be successful in this industry. Insights into opportunities for nuclear power companies to recruit more women include supporting STEM programs and internships for women. An important insight for nuclear power companies is the need to address work-life balance challenges to encourage more women to work in this industry and to pursue management and leadership positions. This study provides insights for nuclear power companies to address existing challenges and encourage more women to work in this industry and pursue leadership positions.

Identification and Measurement of Servant Leadership in Early Childhood: Parent Perspectives

Identification and Measurement of Servant Leadership in Early Childhood: Parent Perspectives

Aderonke Kujore Adelekan | 2019

Abstract

Considering the notion posited by the grandfather of servant leadership that leadership traits were found in children as early as preschool, this study set out to identify and measure servant leadership scientifically in early childhood, as defined by the Division for Early Childhood and the National Association for the Education of Young Children, using parent perspectives. The study was based on an adaptation of the Servant Leadership Behavioral Scale because of its reliability above other servant leadership instruments. As part of the study, parents had a chance to rate their children using a 32-item Likert like scale. The results were analyzed, which resulted in a 10-item, two-factor scale that identified and measured ethical transforming influence and a call to service in children ages 4 through 8. This study was particularly significant because although leaders spent billions of dollars on leadership development, there continued to be a lack of ethical, caring, and effective leaders globally. The study was the first to consider the identification and measurement of servant leadership in early childhood for developing leadership during the most developmentally active stage of an individual’s life. The study had some shortcomings that limited its reliability and generalizability. Some of the shortcomings included the sample size and sample demographics, which although minimally enough, carried opportunities to strengthen the research. The study suggested additional research for validation and generalization, and it proposed leveraging this work for the development of more ethical, caring, and effective leadership.

An Examination of the Role of the Ethical and Moral Aspects of Servant Leadership in the Development of Restorative Justice in Organizations through a Socio-Rhetorical Analysis of Isaiah 42:1-9 and Matthew 12:15-21

An Examination of the Role of the Ethical and Moral Aspects of Servant Leadership in the Development of Restorative Justice in Organizations through a Socio-Rhetorical Analysis of Isaiah 42:1-9 and Matthew 12:15-21

Kamerin Lauren | 2019

Abstract

Ethical and moral leadership act as the cornerstones to effective organizational dynamics. Servant leaders are endowed with these characteristics, as well as the call to place others’ needs before their own. The purpose of this study was to consider the utilization of restorative justice as written in Isaiah 42:1-9 and Matthew 12:15-21. Isaiah prophesied of the coming Servant that would bring justice to the nations, and Matthew 12:15-21 echoed Isaiah’s words, indicating the prophecy had been fulfilled. In the Servant’s proper interpretation of God’s law, Jesus taught of the merciful and restorative nature of God. I uncovered 5 fundamental principles regarding morals, ethics, servant leadership, and restorative justice: (a) The Servant’s call to restorative justice is inclusive, (b) the servant leader is morally and ethically driven, (c) the servant leader considers social and cultural ideologies while creating organizational norms reflecting servant characteristics, (d) the servant leader champions restorative justice in organizations, and (e) servant leaders extol and exercise righteousness. Jesus, the foretold and fulfilled Servant, provides a model for modern day servant leaders to not only empower but also to restore people to right relationships with one another, as well as with the communal organization of which they operate.

The Impact of Entrepreneurial Leadership Competencies on Business Success for SME Start-up and Growing Business Ventures in Namibia

The Impact of Entrepreneurial Leadership Competencies on Business Success for SME Start-up and Growing Business Ventures in Namibia

Shirley Tuwilika Ndapandula Magazi | 2019

Abstract

The purpose of this study was to determine the effect of entrepreneurial leadership competencies on business success for small and medium enterprise (SME) business ventures in Namibia by examining the relationship between entrepreneurial leadership competencies, business life-cycle, and business success. A nonexperimental cross-sectional quantitative research study design was employed to study the relationship between entrepreneurial competencies, business success, and business life cycle. Hierarchical multiple regression analysis was used to analyze the different entrepreneurial competencies required at the different stages of SME business ventures, the effect of entrepreneurial competencies on business success, and how entrepreneurial competencies influence business success for business ventures at the different stages. The intent of this study was to establish the relationship between entrepreneurial competencies, business life cycle, and business success. The nexus of this study was entrepreneurial competencies as predictors of business success for SME business ventures. Both financial and nonfinancial measures were incorporated to reflect business success. The study findings revealed that there was no relationship between entrepreneurial leadership competencies and business stages, between entrepreneurial leadership competencies and business success, and entrepreneurial leadership competencies and business success at the four stages of the business life cycle. The significance of this study was the advancement of entrepreneurial leadership and entrepreneurship research in a developing country. The implications of the findings require training programs and mentoring programs to device measures of equipping SMEs with skills to translate entrepreneurial competencies into meaningful contributions for the business by developing practical ways to apply entrepreneurial competencies to business operations and management. This will translate entrepreneurial competencies into application within the business context. Future research could explore the moderating effect of the business environment and entrepreneurial orientation on the relationship between entrepreneurial competencies, business success, and business stages of the business life cycle.

Attributes of Successful Leaders: A Phenomenological Study on the Making of Successful African American Information Technology Leaders Through the Lens of Social Identity

Attributes of Successful Leaders: A Phenomenological Study on the Making of Successful African American Information Technology Leaders Through the Lens of Social Identity

John Kojo Odoom | 2019

Abstract

Through a phenomenological study of 10 Black female leaders in the IT sector, the study answered two questions: To what do successful female leaders in senior IT positions attribute their success, and what recommendations would these leaders make to other African American females who aspire to senior positions in IT? The findings from this study were not completely consistent with the literature. The findings indicated that these Black women were successful leaders because they demonstrated nurture, care, and consideration. Their ability to become the prototypical leader was not due to embodying the behavior and attitude of the group but in demonstrating nurture, care, and consideration; the exercise of their own high personal standards, according to the ranking of the themes, was the most significant in their lives. The answers to the questions showed that the leaders were prototypical because they could demonstrate nurture, care, and consideration. These qualities gave the leaders the abilities to enter the social landscape of their subordinates and meet the needs and concerns of those subordinates. The study contributed to the scholarly and practitioner literature in filling a research gap about how Black women leaders could become the prototypical leader in the IT sector, which was dominated by White males at the time of this study.

The Impact of Colonization and Authentic Leadership on Africa: Nigeria, A Case Study

The Impact of Colonization and Authentic Leadership on Africa: Nigeria, A Case Study

Jonathan Chibuzo Okeke | 2019

Abstract

Chaleff (2003) inferred that when all factors of success are combined, the principles of stability and prosperity can mutually reinforce one another and ensure continued development. Bjugstad, Thach, Thompson, and Morris (2006) added that a sound and good governance is considered one of the most crucial components of economic development. To produce political stability and enhance economic growth, productivity, and the development of infrastructure, appropriate metrics and reformative leadership must be identified. Authenticity, integrity, and effective management of human and material resources, in addition to a clear and practical vision for Nigeria’s future, form the patterns for peace, stability, and coexistence among the geopolitical regions of the nation. The patterns for peace will impact on all stakeholders—internal and external organizations—to promote an interest that would directly influence the progress of state institutions and enhance the socioeconomic situation in Nigeria. By this measure, the state functions and the possibility of development in the short and long term can greatly be improved with the effort of authentic leadership to learn how to effectively manage the affairs of the nation of Nigeria and position it for global competitiveness. The current research study explored and investigated from a leadership perspective the impact of colonization on Africa and the effect of authentic leadership on the political, social, and economic development in the Nigerian context. By the method of open-ended interviews, a phenomenological approach was utilized to capture the understanding of how authentic leadership positively impacted Nigeria in an effort to overcome some of the negative effects of colonization. In-depth interviews were utilized to examine questions relating to leadership trust and morality, the negative effect of colonialism, and leadership accountability. Data were explicated and results showed that corruption and poor management are the root causes of crises, fighting, and killings in Nigeria as well as the lack of social, economic, and political stability. This study will significantly enhance the understanding of scholars, researchers, and authors, as it relates to organizational leadership in the context of Nigeria in this 21st century.

The Moderating Effect of Emotional Intelligence on the Relationship between Servant Leadership and Organizational Citizenship Behavior in the Medical Device Industry

The Moderating Effect of Emotional Intelligence on the Relationship between Servant Leadership and Organizational Citizenship Behavior in the Medical Device Industry

Charles Conrad | 2019

Abstract

The quantitative research tested the moderating effects of the emotional intelligence constructs of intrapersonal, interpersonal, adaptability, stress management, and general mood on the relationship between the single construct servant leadership and the constructs of organizational citizenship behavior, including interpersonal helping, individual initiative, personal industry, and loyal boosterism, resulting in the creation of 20 separate hypotheses. The sample population included 104 usable responses out of the 112 total respondents (N = 104) within the U.S. medical device industry. Multiple hierarchal regression analysis validated that 8 of the hypotheses indicated a moderating effect on the servant leadership and organizational citizenship behavior relationship. The construct of stress management did not moderate any of the servant leader and organizational citizenship behavior relationship constructs, while the personal industry construct of organizational citizenship behavior indicated a statistical significant relationship with the other four emotional intelligence constructs. The research concluded with a focus on the significance of the findings and the theoretical implications resulting from the research leading to recommendations for future research. This research provided supporting evidence for the importance of emotional intelligence within organizational leadership theory by demonstrating the moderating effect on organizational production, thereby providing further support on the importance of including emotional intelligence training within medical device organizational sales and marketing training programs.

Individual, Team, and Organization Antecedents of Shared Leadership in Knowledge Organizations: A Case Study Analysis of a Neuroscience Clinic in the United States

Individual, Team, and Organization Antecedents of Shared Leadership in Knowledge Organizations: A Case Study Analysis of a Neuroscience Clinic in the United States

Theresa M. Creel | 2019

Abstract

The purpose of this study was to identify individual, team, and organization antecedents of shared leadership in knowledge organizations. This study showed leadership as a shared, dynamic, interactive, and multidimensional process involving formalized and nonformalized leaders (Pearce & Conger, 2003). Researchers first focused on shared leadership theory in the 1990s (Pearce & Conger, 2003); given the theory’s newness, there is a substantial need for an additional empirical study on the antecedents of shared leadership (Bligh, Pearce, & Kohles, 2006). Research questions in this study included the following: What individual, team, and organization antecedents support the development of shared leadership in complex knowledge organizations? How do individuals evolve from mature self-leadership to shared leadership within teams (Bligh et al., 2006)? Why do organizations implement shared leadership, and how do organizations facilitate shared leadership (Bligh et al., 2006; Pearce & Conger, 2003)? The research method for this work was a qualitative single case study, given its applicability for researchers in addressing complex how and why questions. This case study included the purposeful selection of 1 neuroscience clinic as a knowledge organization. Data were triangulated to include individual interviews with leaders, a focus group interview, field observation, and review of organizational documents and videos. The analysis of this case study used deductive and inductive approaches. Researcher analysis included using ATLAS.ti 8 to analyze extensive data in the iterative process of coding, pattern development, and themes. Primary themes indicated individual antecedents of job fit, self-leadership, and faith. Team antecedents indicated team culture, relational, interactive, and empowerment. Organization antecedents indicated knowledge workers, organizational commitment, and development. Organization leaders and others may find value in this study and gain insight into using shared leadership at full integrated levels or as a combined approach with vertical leadership. This study further contributes to the extant literature on shared leadership.

Authentic Followership and Psychological Ownership

Authentic Followership and Psychological Ownership

Roderick D. Dailey | 2019

Abstract

The study explored the relationship between authentic followership and psychological ownership. Although research about authentic followership has developed, psychological ownership research has expanded. This quantitative research study used the Authentic Followership Profile Instrument developed and validated by VanWhy (2015) and the Psychological Ownership developed by Avey and Avolio (2007). The relationship between authentic followership and psychological ownership was analyzed utilizing Pearson correlation analysis from a sample size of 175 participants from 9 regions in the United States. Twenty hypotheses were presented to assess the research question: What is the relationship between authentic followership and psychological ownership? The results showed a positive, moderate, and significant relationship between the dimensions of authentic followership, including internalized moral perspective, relational transparency, self-awareness, and psychological ownership, and the dimensions of psychological ownership, including territoriality, self-efficacy, accountability, sense of belongingness, and self-identify. The findings of the research contributed to the developing body of knowledge about authentic followership and expanding this knowledge relating to psychological ownership in the field of research.