Phenomenological Study On The Impact of Servant Leadership For Establishing a Culture of High Performance As Perceived by Human Resource Administrators

Purpose: The purpose of this phenomenological study was to explore and describe public school district human resource administrators’ perceived impact of servant leadership constructs developed by Patterson (2003) on establishing a culture of high performance. Methodology: This qualitative phenomenological study explored and described human resource administrators’ perceived impact of Patterson’s (2003) servant leadership constructs on establishing a culture of high performance in public school districts in Northern California. Semi-structured interviews were conducted using an Interview Protocol developed by the thematic team. Responses from participants were organized coded, and emergent themes were identified. Findings: The findings from this study show that all participants agreed that each of Patterson’s (2003) servant leadership constructs contribute to establishing a culture of high performance in a school district. Participants shared lived experiences of the seven constructs related to the culture of high performance in their respective districts. Findings included 16 identified themes representing all constructs and contributing to establishing a culture of high performance. Conclusions: The findings and literature review support that servant leadership constructs greatly contribute establishing a culture of high performance. Results indicate that human resource administrators view all of Patterson’s (2003) seven servant leadership constructs as important and contributing factors. These findings concluded that relationships and connections, providing support and follow through, interplay of all constructs, service matters, making others a priority and development and growth mindset are essential for HR leaders to incorporate into their daily leadership practices. Recommendations: The researcher recommends servant leadership training be provided to human resource administrators at ACSA and AASPA academies and boot camps, as well as at national and state conferences. Recommendations also include that all new human resource administrators be provided a coach or mentor during their first year as an administrator, with coaching focusing on servant leadership and a culture of high performance. Additionally, a servant leadership handbook and acuity questionnaire should also be developed to provide human resources administrator’s tools to better understand the impact of servant leadership in educational organizations and the important contribution they have in establishing that culture of high performance