The book focuses on the importance of Servant Leadership to higher education by providing ten principles for those who either want to develop it or those continuing their journey as a servant leader. Examples are provided across a range of institutions and at various levels of leadership. A number of myths are addressed. The final chapter looks at ways to continue development as a servant leader. Some institutions are using the book as a basis for addressing ways servant leadership can make a difference in their institution.
Daniel W. Wheeler
University of Nebraska – Lincoln, email@example.com
This paper is posted at DigitalCommons@University of Nebraska – Lincoln.
NUPROF has broken barriers to imagining and thinking about job changes, large or small, and about ways of accomplishing goals. It has sanctioned opening the doors of opportunity for change.” This quote from a mid-career professor captures the essence of a program that encourages reflection, continuing growth, and possible redirection at a time many faculty are searching for ways to make changes. As you read about the design and development of a program called Nebraska University Program for Renewal of Faculty (NUPROF), recognize that this process can apply to other adult educators who confront continuing development and potential stagnation issues.
JOHN E. BARBUTO, JR.
DANIEL W. WHEELER
University of Nebraska–Lincoln
This article presents an integrated construct of servant leadership derived from a review of the literature. Subscale items were developed to measure 11 potential dimensions of servant leadership: calling, listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, growth, and community building. Data from 80 leaders and 388 raters were used to test the internal consistency, confirm factor structure, and assess convergent, divergent, and predictive validity. Results produced five servant leadership factors—altruistic calling, emotional healing, persuasive mapping, wisdom, and organizational stewardship—with significant relations to transformational leadership, leader-member exchange, extra effort, satisfaction, and organizational effectiveness. Strong factor structures and good performance.
Download article: Scale Development and Construct Clarification of Servant Leadership (PDF)