The Initial Impact of Organization Development Intervention on Transformational Servant-Type Leadership and Organizational Effectiveness in the 21st Century: A Case Study of an International Christian Humanitarian Organization

Nuchanath Aumpradithpun, Salvacion E Villavicencio, Ed.D

Abstract


The  main  purpose  of  this  action  research  is  to  investigate  the  impact  of  organization development  intervention  (ODI)  on  leadership  style  and  performance  of  the  organization  in terms  of  organizational  effectiveness  that  has  implemented  the  principles  advocated  by transformational servant-type model.  Toward that end, a new emphasis on a healthy, effective, holistic,  and  learning  organization  that  nurtures  and  magnifies  the  best  in  human  beings  is developed.  In this study, the action research was conducted with a pair of main variables, which were transformational servant-type leadership and sustainable organizational effectiveness. Planned action research model and Whole Brain Literacy (WBL) model were used as the organization development (OD) tools to determine the correlation between these two variables. A sample of 144 managers and executive of Non-Profit International (NPI) was selected as sub-population that was representative of the total population. To explore the empirical relationships between the constructs, both qualitative and quantitative measurements were used for data triangulation.  The research instruments consisted of the electronic web-based questionnaire for the pre-and post-ODI survey assessments and the structured interviews and direct observations.  Quantitative data obtained from the questionnaires in relation to the hypotheses was analyzed using regression analysis to estimate the relationships among variables.

Qualitative  data  from  interviews  and  observations  were  also  analyzed  using  a  combination  of content analysis and a four-perspective  WBL  analysis research instrument.  The study revealed that  planned  ODI,  especially  with  the  use  WBL  model,  had  significant  impact  on transformational  servant-type  leadership  practices  and  organizational  functioning.  However, quantitative  findings  indicated  some  weak  statistical  relationships  between  some  of  the  sub dimensions  under  transformational  servant-type  leadership  and  those  under  organizational effectiveness. Nonetheless, overall there was evidence of positive impact following the implementation of ODI.  A set of recommendations was proposed for further research like extending the action research to other organizations, either in the same or other industries and cultures which will make the research become more conclusive. Further application of OD theoretical concepts to execute change process through OD activities can be carried out in NPI with the aim to capitalize on the focal system’s Christian identity, values, and unique employer brand.

KEY WORDS: Action research, Whole Brain Literacy, transformational and servant-type leadership, sustainable organizational effectiveness, performance.


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