Transforming Servant Leadership, Organizational Culture, Change, Sustainability, and Courageous Leadership

Abstract

This study examined the role of Transforming Servant Leadership in organizational change, culture, and sustainability. A sample of one hundred twenty-five (125) administrators, staff, and faculty in a small midwestern college responded to a questionnaire designed to address the relationship of Transforming Servant Leadership Attitudes and Behaviors, to Organizational Culture and Change Strategies. Results indicate leadership attitudes that positively correlate to change strategies should be supported by leadership behaviors, and organizational culture is a dynamic reflective of leadership related to change strategies. The study provides a foundation to understand Transforming Servant Leadership in courageous and ethical change management.