Servant-Leadership
BRIEF OVERVIEW OF SERVANT-LEADERSHIP
Prepared by Mike Chase of Quincy University (January 2005)
Using servant as a modifier of the word leadership, at first, sounds like a contradiction. However, since Robert Greenleaf introduced the concept in the 1970’s, servant-leadership has been subjected to empirical investigation and has become an increasingly wide-spread approach for the management of a wide range of organizations, including higher education institutions (Block, 1996; Greenleaf, 1977; Levering & Moskowitz, 2000; Spears, 1995).
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Covert Processes
Covert Processes in Corporate Church Life: A Tavistock Perspective
Michael L. Chase, Ph.D.
Quincy University
Paper presented at the annual meeting of the American Psychological Association in Boston, MA (August, 1990).
Abstract
Tavistock group relations theory analyzes group processes at two levels of functioning, overt and covert. In the case of religious organizations, at the rational, overt level the group is viewed as engaged in tasks associated with providing for the religious needs of participants. On the unconscious, covert level the group may be operating on a set of read more…
