Servant-leadership: an exploration of essence and fidelity.

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dc.contributor.authorNagel, David A. T.
dc.contributor.supervisorCrippen, Carolyn L.
dc.date.accessioned2012-04-16T20:12:53Z
dc.date.available2012-04-16T20:12:53Z
dc.date.copyright2012en_US
dc.date.issued2012-04-16
dc.degree.departmentDepartment of Educational Psychology and Leadership Studies
dc.degree.levelMaster of Arts M.A.en_US
dc.description.abstractIn 1970 Robert K. Greenleaf put forth a conceptualization of leadership aimed at re-invigorating a sense of belonging and responsibility in the disgruntled youth of those times. In his seminal work, The Servant as Leader (1991), he offers a rather revolutionary approach to leadership that focuses not only on the actions of the leader, but also on the relationship existing between leader and follower. Servant-leadership seeks to reposition leadership as a process of relationship marked by mutual influence. The purpose of this qualitative study, by means of reflective analysis, was to explore the essence of servant-leadership according to Greenleaf’s original work and to describe how that essence is reflected within the secondary literature extant to servant-leadership. The Servant as Leader (1991) and On Becoming a Servant Leader (1996) were used to discern the essence of Greenleaf’s conceptualization, while secondary servant-leadership literature in the form of books, book chapters, and journal articles provided the context for understanding how Greenleaf’s work has been represented.en_US
dc.description.scholarlevelGraduateen_US
dc.identifier.urihttp://hdl.handle.net/1828/3885
dc.languageEnglisheng
dc.language.isoenen_US
dc.rights.tempAvailable to the World Wide Weben_US
dc.subjectLeadershipen_US
dc.subjectServant-leadershipen_US
dc.subjectServiceen_US
dc.titleServant-leadership: an exploration of essence and fidelity.en_US
dc.typeThesisen_US

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