Date of Award

Summer 5-3-2025

Document Type

Dissertation - University of Massachusetts Global access only

Degree Name

Doctor of Education (EdD)

Department

Organizational Leadership

First Advisor

Dr. Carol Anderson-Woo

Second Advisor

Dr. Raymond Hanna

Third Advisor

Dr. Jonathan Greenberg

Abstract

ABSTRACT

How Directors or Service Coordinators of Veteran Support Services Use Four Servant Leadership Characteristics to Develop High-Performing Teams

by Marcus Moore

Purpose: The purpose of this phenomenological study was to explore and describe how exemplary veteran support service leaders employ four key facets of servant leadership— listening, stewardship, building community, and commitment to people’s growth—as outlined by Spears (2010) to develop a high-performing team to support organization success.

Methodology: A qualitative, phenomenological method was chosen to explore participants’ experiences and perceptions regarding how they use four servant leadership characteristics to develop and maintain high-performing teams in veteran support service agencies. Respondents were purposefully selected based on specific criteria and recommendations from an expert panel. Nine exemplary veteran support service directors or service coordinators in veteran support services were selected to be interviewed and provided insight on what they believed are the most important strategies related to these four characteristics to develop high performing teams.

Findings: Examination of qualitative data from the nine veteran support service directors or service coordinators participating in this study indicated various findings. First, active listening emerged as foundational for building trust and psychological safety within teams, resulting in stronger team engagement. Second, transparent stewardship through effective resource management and consistent follow through created sustainable high-performing teams. Third, building inclusive communities through regular team meetings and balanced communication strengthened team cohesion. Fourth, leaders who demonstrated commitment to comprehensive professional development programs enhanced team capabilities and engagement.

Conclusions: The study supported the implementation of servant leadership characteristics as crucial for developing high-performing teams in veteran support services. The findings revealed that directors who practiced active listening, demonstrated transparent stewardship, fostered inclusive communities, and committed to professional development created stronger teams better equipped to serve veterans. Clear mission alignment combined with strategic team selection proved essential for sustained organizational success.

Recommendations: The researcher recommends conducting a meta-analysis comparing servant leadership effectiveness among different service sectors, developing strategies for virtual team building, and creating programs for integrating nonveteran staff members. Organizations should establish formal leadership development programs incorporating servant leadership principles and develop clear metrics for measuring team performance under servant leadership approaches.

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