Thesis (Ph. D.)--University of Washington. / Bibliography: l. [246]-248.

Thesis (Ph. D.)--Pennsylvania State College. / "A group of selections": p. [111]-243. Includes bibliographical references (p. [245]-54, 261-2).

Thesis (Ph. D.)--Pennsylvania State College. / "A group of selections": p. [111]-243. Includes bibliographical references (p. [245]-54, 261-2).

Thesis (Ph. D.)--University of Pennsylvania, 1913. / Series title also on t.p. Includes bibliographical references (p. 154-161).

Thesis (Ph. D.)--University of Wisconsin--Madison, 1960. / Typescript. Vita. eContent provider-neutral record in process. Description based on print version record. Includes bibliographical references.

This dissertation examines servant leadership and its biblical antecedents with from specific biblical texts and non-biblical literature. Chapter 1 introduces the research concern that the Bible presents a comprehensive servant theology that is consistent through both Testaments. As well it introduces the idea that servant leaders are slaves of God, servants to the Body of Christ, and Ambassadors to the world. Chapter 2 explores servant leadership theory by connecting the theory to its biblical origins. It presents a biblical theology of servant leadership utilizing the lens of biblical slavery as a model for Christian leadership discovered in Mark 10:42-45 as well as introducing the Christological paradox: “power through powerlessness.” Chapter 3 examines social science perspectives of servant leadership. While tracing the development of the theory through the writing of Robert K. Greenleaf and through conducting a critical probe of Greenleaf’s attempt to blend Eastern spiritualism with secular humanism, and Christianity. Chapter 4 addresses the categorical differences between a biblical worldview and the worldview of the social sciences in servant leadership research. Further, it delves into the work of Larry C. Spears, Kathleen A. Patterson and others in the social sciences who have proposed various models and theories of servant leadership. Chapter 5 examines Walter C. Kaiser’s Principilizing Model for moving beyond theology to propose a means to discover biblical principles of servant leadership as well as offer suggestions for future research.

Thesis (D. Min.)--Catholic Theological Union at Chicago, 2007. / Abstract and vita. Includes bibliographical references (leaves 158-161).

Thesis (D. Min.)--Catholic Theological Union at Chicago, 2007. / Abstract and vita. Includes bibliographical references (leaves 158-161).

No description available.

The competitive environment of the 21st century, failure of U.S. companies, and the financial crisis of 2008 have moved leadership expectations to the forefront of research. However, there is a lack of empirical research about organizational reporting outcomes of self-identified servant leadership (SL) organizations compared to self-identified nonservant (non-SL) organizations. Guided by Greenleaf's SL theory, the purpose of this study was to compare information on organizational data for triple bottom line (TBL) reporting outcomes in SL organizations and non-SL organizations. Using causal comparative research design and global reporting initiative data with a sample of 12 organization reports, reporting outcomes were compared from 6 SL and 6 non-SL organizations. The independent variables were SL and non-SL organizations. The dependent variables were TBL outcomes (social, financial, and environmental) with 55 intervening variables such as economic impact, greenhouse gas emissions, and human rights. Data analysis included descriptive statistics such as comparative analysis of the total and average of reporting outcomes and inferential statistics such as t tests. Findings of the study showed no statistically significant differences existed between TBL reporting outcomes of SL and non-SL organizations. Implications for positive social change lie in the focus on humanism in leadership in which organizational reports provide reliable outcome data for future community building and influence on social good.