This descriptive survey study seeks to examine if both servant leadership practices and employee engagement are evident in a business setting. This study intends to build upon the original research on servant leadership conducted by Robert K. Greenleaf (1970), by evaluating the practice of servant leadership in an environment where employees also are considered engaged. Although servant leadership has been explored extensively in the church, the military, and the educational system, representation is less evident in the business setting. The business setting selected for this study had the presence of very strong leadership practices in various departments of an organization, according to the employees. To determine if employees perceived servant leadership to be present, the Organizational Leadership Assessment (OLA), developed by James L. Laub (1999), was utilized. To determine if employee engagement was evident, the Utrecht Work Engagement Scale (UWES), developed by Wilmar Schaufeli and Arnold Bakker (2003), was utilized. Conclusions drawn from this study will provide the leadership field with insights into what additional organizational behavioral traits may be present in servant-led business environments. Neither perceived servant leadership nor high levels of employee engagement were evident in the organization used in this study. Further examination of a potential relationship between the two variables would prove helpful. Doing so would help determine if the lack of presence of both variables in this study indicate a relationship does exist between the two variables, albeit positive or negative. Ultimately, such research may extend the impact of Greenleaf's original leadership theory.
|Advisor:||Buchen, Irving H.|
|Commitee:||Balch, David E., Spangenburg, Janice M.|
|Department:||School of Business|
|School Location:||United States -- Minnesota|
|Source:||DAI-A 71/04, Dissertation Abstracts International|
|Keywords:||Business leadership, Employee engagement, Engagement, Financial services industry, Greenleaf, Robert K., Leadership theories, Organization & management, Servant leadership|
Copyright in each Dissertation and Thesis is retained by the author. All Rights Reserved
The supplemental file or files you are about to download were provided to ProQuest by the author as part of a
dissertation or thesis. The supplemental files are provided "AS IS" without warranty. ProQuest is not responsible for the
content, format or impact on the supplemental file(s) on our system. in some cases, the file type may be unknown or
may be a .exe file. We recommend caution as you open such files.
Copyright of the original materials contained in the supplemental file is retained by the author and your access to the
supplemental files is subject to the ProQuest Terms and Conditions of use.
Depending on the size of the file(s) you are downloading, the system may take some time to download them. Please be