Servant leadership: A model for organizations desiring a workplace spirituality culture

by Herman, Rebecca L., Ph.D., CAPELLA UNIVERSITY, 2008, 127 pages; 3329873


The purpose of this quantitative correlational research was to see to what degree a relationship exists between organizational servant leadership and workplace spirituality for a diverse group of adults working in a variety of organizational settings. Using the Organizational Leadership Assessment (OLA), the independent variable, organizational servant leadership, was measured by the degree to which valuing people, developing people, building community, displaying authenticity, providing leadership, and sharing leadership (Laub, 1999) were present from the organizational members' perspective. Using the Dimensions of Spirituality at Work (DSW), the dependent variable, workplace spirituality, was measured by the degree to which conditions for community, meaning at work, inner life, work unit community, work unit values, individual and the organization, and organization values (Ashmos & Duchon, 2000) were present from the organizational members' perspective. Pearson's coefficients of correlation test was selected to determine the magnitude and direction of the relationship between organizational member perceptions of servant leadership and workplace spirituality. The results were significant at the 0.01 level and there was a positive correlation between employee perceptions of organizational servant leadership and workplace spirituality. For this sample, servant-led organizations had higher levels of workplace spirituality. This research also sought to learn if there was a relationship between demographics and five areas in this study were found to have a significant correlation. For servant leadership, the role in the organization and educational level was a significant determinant. For workplace spirituality, the organization classification, role in the organization, and race were significant. Organizations desiring a workplace spirituality culture should consider the servant leadership model. Hiring leaders and organizational members who possess the qualities of a servant leader and by developing training programs to further develop servant leadership behaviors in organizational members is one approach to implementing this model. This study also indicates that there is a gap in what top leaders perceive their leadership style and prevalent organizational culture to be and what others within the organization perceive. Educating organizational members on servant leadership and workplace spirituality might raise awareness and understanding.

AdviserJanice M. Spangenburg
Source TypeDissertation
SubjectsManagement; Organizational behavior
Publication Number3329873

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