Servant Leadership

Gatekeepers in Conflict Research Settings: Ethics, Access & Safety

by Patrick James Christian

Research Methods in Emerging Culture Zones of Violent Conflict

Nova Southeastern University
Graduate School of Humanities & Social Sciences
Department of Conflict Analysis & Resolution

The role of the gatekeeper in qualitative research set in places of violent conflict is sufficiently different in its... more The role of the gatekeeper in qualitative research set in places of violent conflict is sufficiently different in its complexities to warrant study and review by conflict interventionists.  In traditional research, a gatekeeper is simply an individual with whom the researcher must negotiate access to participant subjects. Such a role implies a related condition such as ownership, stewardship or other executive authority in line with the existing cultural norms of the research setting (Sanders, 2006).  Depending on the place, nature and participant body of research subjects, the role of gatekeeper can be one of simple formality to one of extraordinary complexity where sought after access is deeply embedded into the research project such as when gate-keepers are also participants and subjects. This paper focuses on research settings involving the latter and discusses the various ethical considerations that need to be taken into account when working with gatekeepers during qualitative research in zones of emerging culture conflict. The purpose for focusing on this particular area of emerging research is because of an increase in the number and type of research projects by state and international-multinational governments as well as profit/non-profit private sector NGOs. This change is a direct reflection of growing de-politicalization of intra-state conflicts by the most influential members of the international community. In emerging culture conflict research, the normative participant group consists of participants to violent conflict that involves extended loss of life and property. Their participation can be as victim, perpetrator, witness or all three simultaneously. The settings these participants are found in are usually ungoverned or under-governed spaces and involve what Hobbs (2006) calls “dangerous fieldwork”...

Wisdom Principles as a Meta-Theoretical Basis for Evaluating Leadership

by David Rooney

This article responds to calls in the management and leadership literature to articulate a role for wisdom. While many... more This article responds to calls in the management and leadership literature to articulate a role for wisdom. While many talk about the role of wisdom, few people have attempted to articulate what it consists of. We suggest five principles that define wise leadership. We then position wisdom in a complex world, both within the transformational, authentic and spiritual leadership literature and the knowledge based view of organizations, and suggest how leaders should be evaluated. Finally, we suggest the need for future research directions and practical application.

The Best Leadership Model for Organizational Change Management: Transformational Verses Servant Leadership

by Tim Lowder

Holistic Leadership: A Model for Leader-Member Engagement and Development

by K. Candis Best

Published in the Journal for Values-Based Leadership, Winter/Spring, 2011

This paper presents a model of holistic leadership that is proposed for inclusion with the integrative class of... more This paper presents a model of holistic leadership that is proposed for inclusion with the integrative class of leadership theories. It positions holistic leadership as a synthesis of full participation models and developmentally-oriented leadership theories by building upon theories of holistic development. To support its thesis, it begins with an overview of the evolution of leadership theory. Holistic leadership is then defined with its distinguishing elements placed within the context of contemporary leadership literature. The paper concludes with a statement of the theory's fundamental assumptions, its implications for leadership development, and its potential as a supporting framework for future research.

Motherhood Deconstructed

by Faith Wambura Ngunjiri

This was the paper that would later become servant-leadership and motherhood after two major iterations of 'revise and resubmit'. As such, it is substantively different from the later paper, but also helps readers see how papers are transformed in the publication process due to reviewer recommendations...and how long that takes. The paper was presented at National Communication Association in Nov 2007, and came out in print with Perspectives on Gender and International Development in April 2009!

women's spiritual leadership (Book) Chapter 1

by Faith Wambura Ngunjiri

Published by SUNY Press 2010

Servant Leadership: People and Purpose

by James Townsend

Paper written for Servant Leadership doctoral course - not published

This paper is an examination of the requirements for effective servant leadership by individuals who share a passion... more This paper is an examination of the requirements for effective servant leadership by individuals who share a passion for people with a drive to fulfill a purpose within a Christian higher education environment.  While Greenleaf’s theory of servant leadership has provided many individuals with justification for spending time listening and helping people in need, the temptation exists for leaders put their organization at risk by not investing enough in the objectives of their organization.

Tempered Radicals and Servant Leaders: Portraits of Spirited Leadership Amongst African Women Leaders

by Faith Wambura Ngunjiri