Designing a Servant Leadership Model in Higher Education with Emphasis on Faculty Development Competencies: A Qualitative Study
Keywords:
Servant Leadership, Higher Education, Employee Competencies, Structural Equation Modeling, Human Capital DevelopmentAbstract
Purpose: This study aimed to design and conceptualize a context-specific servant leadership model in higher education with a focus on developing employee and faculty competencies.
Methodology: This qualitative study employed thematic analysis. Data were collected through 15 semi-structured interviews with higher education experts and university administrators. Participants were selected using purposive sampling until theoretical saturation was achieved. Data analysis followed an iterative process of open, axial, and selective coding, leading to the identification of key themes and categories. Trustworthiness was ensured through member checking, peer review, and detailed audit trails.
Findings: The findings indicated that servant leadership in higher education is a multidimensional construct comprising seven core behavioral dimensions (service orientation, empowerment, staff development, ethics and integrity, learning community, awareness and empathy, and motivational support), which significantly contribute to the development of four categories of competencies (knowledge-based, skill-based, attitudinal/personality, and social/interactive). The relationships among these dimensions suggest a causal and process-oriented mechanism mediated by supportive and learning-centered organizational environments.
Conclusion: The proposed model provides a contextually grounded and practical framework for enhancing leadership effectiveness in higher education and can inform leadership development programs, competency enhancement initiatives, and organizational performance improvement strategies.
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