Servant Leadership Development Model for Staff at the University of the Southern Caribbean

Problem Concerns have been raised by students regarding the unsatisfactory nature of customer service from administrative departments within the University of the Southern Caribbean such as Finance and Admissions. An investigation into this matter, using a focus group design was conducted by Brent Marshall for his Master\u27s Thesis (2013) through the School of Business. However, prior to this an exit report of graduating students was conducted by the Department of quality assurance (2012). The findings of these two investigations provide the basis for implementing the servant leadership development model for staff at the Admissions, Records and Recruitment Departments of the University of the Southern Caribbean. Method A servant leadership development model was designed and delivered for employees at the Admission, Records and Recruitment department of the University of the Southern Caribbean, to train and equip the staff to serve their customers (external and internal) as servant leaders. The idea was to bring participants up to speed with the servant leadership skills and principles; providing a roadmap so the information can be translated from head to heart and from hand to habit. Throughout the duration of this project implementation, nine participants consented and were invited to post-seminars to reflect on the learning experience through one on one interviews, leadership self- assessments, seminar evaluations to ascertain the effectiveness of the servant leadership development model. Data were evaluated employing a mix method approach. Both a qualitative and quantitative methodologies were integrated to ascertain from both participants as well as from their customer\u27s vantage point the impact of the intervention (Servant leadership development model). Results This study revealed the involvement of employees from the Admissions Records and Recruitment departments within the University of the Southern Caribbean learning and seeking to replicate servant leadership in their interface with customers and colleagues. Emerging data uncovered participants increased awareness and appreciation of practicing servant leadership within the context of their departments. Interview results have elucidated participants\u27 acknowledgement that they have already been replicating the servant leadership principles imparted throughout the course of the project implementation. Employees agreed that practicing servant leadership engendered a winning partnership; improved relationship with colleagues as well as customers. Consequently, some have suggested that this project be made available to the entire cartography of stakeholders within the University. Conclusion. As a consequence of employees\u27 involvement in this servant leadership development model; their reflections on its structured and engaged learning process as well as the feedback obtained from customers uncovered that the practice of servant leadership is of value to the organizational infrastructure and human engineering skill of the service providers from the Admissions, Records and Recruitment departments. Consequently, further examination of servant leadership to being adopted as the dominant leadership philosophy for staff within the University context is warranted and endorsed