Servant leadership: a phenomenological study of practices, Experiences, organizational effectiveness and barriers

Amy R. Savage-Austin and Oris Guillaume

International Journal of Business and Social Research, 2012, vol. 2, issue 4, 68-75

Abstract: The subject of leadership is complex, and one of the main issues facing organizational leaders today is how to motivate employees to actively participate in the efforts that lead to accomplishing organizational goals. This study gathered lived experiences of 15 organizational leaders who practice the servant leadership philosophy, and explored how business leaders link their servant leadership practices to their organization’s effectiveness. The qualitative responses obtained during this study indicated that the perceived organizational barriers that prevent the servant leadership practices are the organization’s culture, the fear of change, and the lack of knowledge regarding the servant leadership philosophy. This study also gained insight into the impact that these organizational barriers have on one’s ability to practice servant leadership

Date: 2012
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Persistent link: https://EconPapers.repec.org/RePEc:mir:mirbus:v:2:y:2012:i:4:p:68-75

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