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The Controlled Discipline of Servant Leaders: A Qualitative Study
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Author(s): Maurice A. Buford (Regent University, USA), Doris Gomez (Regent University, USA), Kathleen Patterson (Regent University, USA)and Bruce E. Winston (Regent University, USA)
Copyright: 2014
Pages: 23
Source title:
Servant Leadership: Research and Practice
Source Author(s)/Editor(s): Raj Selladurai (Indiana University Northwest, USA)and Shawn Carraher (University of Texas at Dallas, USA)
DOI: 10.4018/978-1-4666-5840-0.ch002
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Abstract
This chapter investigates claims by Johnson (2001) and Bowie (2000) that servant leaders tend not to assert authority. Twenty servant leaders were asked five open-ended questions about their use of discipline with outcomes of the discipline ranging from more training for subordinates to termination. Analysis of the responses resulted in 39 themes and 8 qualitative truths about servant leaders' use of discipline. Participants were included in the study if: (a) each scored above 3.5 on the Shepherd Leadership Inventory, (b) were leading or have led a team of at least three followers, and (c) held such a position for at least three years. This study provides a qualitative base for future research into servant leaders' use of discipline.
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