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Please use this identifier to cite or link to this item: http://hdl.handle.net/1820/9880
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dc.contributor.authorSmid-Kolosova, Tanja-
dc.date.accessioned2018-06-12T11:16:09Z-
dc.date.available2018-06-12T11:16:09Z-
dc.date.issued2018-06-08-
dc.identifier.urihttp://hdl.handle.net/1820/9880-
dc.description.abstractThe concepts of leadership and change have a lot to do with each other. Servant-leadership seems to be one of the forms of leadership that can properly facilitate the organizational change. The literature study suggests that servant-leadership is ethical and different from other types of leadership in that servant-leaders put others’ interests first. This paper looks at the influence of the servant-leadership and it’s behaviors on the outcomes of a change process being viewed by the recipients of this process themselves. This research shows that leadership during the change process must be mainly stimulating and inspiring. This means that the leaders must set clear direction and goals, initiate and maintain the dialogue and facilitate the development of the employees. This research shows that the meaning of the concept of servant leadership among the recipients of the change process is very clear: the managers put themselves at the service of the employees and have a mainly supportive and facilitating role in the development of the employees. It is interesting to report that the respondents place much more emphasis on "servant" and much less on "leadership". This leads to misunderstandings of the term servant-leadership. The 5 of the 8 behaviors of servant-leader of Nuijten (2012) were confirmed by the respondents: authenticity, responsibility, empowerment, courage and modesty. In addition, there are two another explicit behaviors of servant leaders being found: sensitivity and ability to set clear directions and goals. Servant leader is, according to the recipients, primarily someone who is sensitive to his / her environment, who indicates clear directions and goals, is open and leaves the responsibility with the employees. In particular, this study has shown that the behaviors like giving responsibility, appreciation, courage and empowerment are the most relevant behavior of a servant leader who can influence a change process positively. Servant leaders set clear goals and directions, within which the employees are given the responsibility for performing their tasks. Servant leaders encourage employees to develop themselves, by being courageous themselves, daring to take decisions and standing up for their people. In this way, the serving leaders show confidence in employees, which means that the employees themselves are more inclined to commit themselves to a change process. In addition, serving leaders should use their interpersonal sensitivity and organizational sensitivity to absorb the signals from the environment and then convert them into actions. Although the results of this research are not to be generalized, this research has provided insight into which specific behaviors of servant leadership can influence the effectiveness of a change process from the perspective of the recipients. With this knowledge leaders and managers can use the described behaviors to influence a change process. In addition, this research gives an image of a sensemaking which employees actually have about the servant leadership.en_US
dc.language.isonlen_US
dc.publisherOpen Universiteit Nederlanden_US
dc.subjectorganizational changeen_US
dc.subjectservant-leadershipen_US
dc.subjectservant-leadership behaviorsen_US
dc.subjectsensemakingen_US
dc.titleHet effect van dienend-leiderschap op een veranderproces.en_US
dc.typeMaster thesisen_US
Appears in Collections:MSc Management Science

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