Date of Award

1-1-2013

Document Type

Thesis

Degree Name

Master of Arts (MA)

Specialization

Communication and Leadership

School or Department

School of Leadership Studies

First Advisor

Dr. John Caputo

Abstract

Organizations create a base for culture through the language in mission, vision, and value statements (Deetz, 1995). Organization culture is then shaped and molded by organization members (Deetz, 1995). As a result, members form organization identities (Mead, 1934). Identities are fluid and constantly being negotiated (Stewart, Zediker, & Witteborn, 2009, p. 82). At any moment, organizations can face crisis. During the crisis, identities are threatened and organization culture becomes unstable (Beer & Steif, 1997; Sen, 2006). Stabilizing organization culture is important to the long-term success of an organization and to the long-term success of individuals. This study uses a case study methodology and seeks to add to the critical discussion and investigation of servant-leadership. It is theorized that servant-leadership can stabilize organization culture after crisis by serving internal stakeholders (organization members) and assisting them to secure their organizational identities. It is theorized that servant-leadership is effective because it is more than a leadership style, it is a part of the servant-leader’s identity (Spears, 2012; Thompson, 2000; Nakai, 2007). In this instance, servant-leadership (Greenleaf, 2002) is found to be an effective leadership philosophy to assist an organization to re-establish organization culture after crisis.

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