RESCOLLACOMMRESCOLLACOMM
International Journal of Business, Economics, and Social DevelopmentInternational Journal of Business, Economics, and Social DevelopmentThe dynamic transformation of the business environment has encouraged organizations to adopt leadership models that are flexible and human-centered. This study examines the implementation of servant leadership from the perspective of employees in a local automotive company operating in Bandar Lampung, Indonesia. Rooted in Greenleafs (1970) framework, servant leadership emphasizes leaders commitment to serving employees through ten core characteristics, including listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to employee growth, and community building. This research employs a qualitative phenomenological approach with a case study design. Data were collected through in-depth interviews, non-participant observation, and document analysis, and were analyzed using the interactive model of Miles et al. (2020). The findings reveal that servant leadership is only partially implemented within the organization, with four characteristics – conceptualization, foresight, healing, and community building – being consistently practiced. Key barriers to full implementation include the predominance of indirect communication patterns, a stronger emphasis on short-term business targets over human resource development, and the absence of systematic leadership training programs. The study concludes that the application of servant leadership in non-corporate local firms requires contextual adaptation, particularly in organizations characterized by family-oriented management structures and the socio-cultural dynamics of Indonesian business practices. These findings contribute to the servant leadership literature by highlighting the contextual limitations and practical challenges of implementing human-centered leadership models in small and medium-sized enterprises in emerging economies.
The study reveals that servant leadership is implemented selectively within the local automotive company, rather than as a comprehensive philosophy.Four dimensions – conceptualization, foresight, healing, and community building – are consistently practiced, while others face structural and cultural constraints.The partial implementation is influenced by indirect communication, prioritization of short-term targets, and a lack of leadership training.This research highlights the need for contextual adaptation of servant leadership principles in non-corporate SMEs within emerging economies like Indonesia.
Future research should investigate the impact of intergenerational dynamics on servant leadership implementation within family-owned businesses, exploring how differing values and expectations influence leadership practices. Additionally, studies could examine the effectiveness of culturally tailored leadership training programs designed to address the specific challenges of implementing servant leadership in Indonesian organizational contexts. Finally, a comparative study across various local firms in Indonesia could identify best practices and contextual factors that facilitate or hinder the successful adoption of servant leadership, providing valuable insights for organizations seeking to foster more human-centered and employee-focused leadership approaches. These investigations will contribute to a more nuanced understanding of how to effectively integrate servant leadership principles into the unique landscape of Indonesian businesses, ultimately promoting sustainable organizational growth and employee well-being through a deeper exploration of leadership styles and their impact on the workforce.
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