Year: 2016
Type: article
Abstract: This article lays the groundwork for discovering the roots of potential inherent conflict between the practice of servant leadership and organizations.It asks the research questions: Do the very natures, or ontologies of both servant leadership and organizations somehow collide, and if so, what resolution strategies can be pursued by the practicing servant leader?The author proposes an initial deductive theory that includes three core premises: First, servant leadership by nature exists to serve the growth of people, while organizations exist to accomplish a collective purpose.Second, servant leadership by nature raises up a new generation of leaders who will likely challenge existing organizational boundaries and methods, while organizations act through processes and roles to accomplish specific goals towards its purpose.Finally, servant leadership survives over the long term by generating leaders who in turn impact larger communities, while, organizations survive by adapting to a changing environment.From this analysis, there appears to be potential conflict inherent between these two natures.Further deduction suggests some potential resolution strategies for the practicing servant leader.Future research could include a mixed method that compares this deductive work with grounded theory from practicing servant leaders.
Author: James Elliker
Language: English
Subfield: Strategy and Management
Domain: Social Sciences
Open Access status: green
OpenAlex ID: W2586415938