Business Finance - Management APA assignment

Fire 2

How_Directors_or_Service_Coord.pdf

Home >Business & Finance homework help >Management homework help >Business Finance - Management APA assignment

How Directors or Service Coordinators of Veteran Support Services Use Four Servant

Leadership Characteristics to Develop High-Performing Teams

A Dissertation by

Marcus Moore

University of Massachusetts Global

A Private Nonprofit Affiliate of the University of Massachusetts

Irvine, California

School of Education

Submitted in partial fulfillment of the requirements for the degree of

Doctor of Education in Organizational Leadership

January 2025

Committee in charge:

Carol Anderson-Woo, Ed.D., Committee Chair

Ray Hanna, Ed.D.

Jonathan Greenberg, Ed.D.

iii

How Directors or Service Coordinators of Veteran Support Services Use Four Servant

Leadership Characteristics to Develop High-Performing Teams

by Marcus Moore

ACKNOWLEDGEMENTS

I am deeply grateful to my chair, Dr. Carol Anderson-Woo, and committee

members, Dr. Ray Hanna and Dr. Jonathan Greenberg. I have been incredibly fortunate

to have advisors who granted me both research autonomy and invaluable guidance

throughout this dissertation journey. Their unwavering support, patience, and high

standards have profoundly shaped my research skills. The rigor with which they reviewed

each chapter taught me the principles of proper research. Thank you.

To my cohort—Dr. Lisbeth Johnson, Katie Chin-Barry, Reggie Webster, Peter

Do, Sevak Markarian, and Roque “Bubba” Ramirez—you have been an inspiration

throughout this journey and made it unforgettable. You are more than friends; you are my

extended family. I truly couldn’t have done this without your support and, at times, tough

love. Thank you all.

To my friends—Arlene McKnight, Carolyn Hill, Emiel Barrett, Gabriel Speed,

Henry Sauls, Roxanna Renderos and Thomas Riddley—you have been more than friends;

you have been an extended family and mentors who have challenged, inspired, and

guided me. I may not have expressed my gratitude often, but your influence has been

immeasurable.

None of this would have been possible without the love and patience of my

family. I thank Marshall and Ollie Allen for teaching me the value of hard work and

accountability, lessons that continue to guide me. To my daughter, Jaira, I strive to be a

role model for you. To my siblings, Michael and Miranda, thank you for your

encouragement and inspiration. I dedicate this work to my parents and beloved family

members who are no longer with us. Thank you for your unwavering support and love.

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.

vii

TABLE OF CONTENTS

PREFACE ........................................................................................................................ xiv

CHAPTER I: INTRODUCTION ........................................................................................ 1 Background ......................................................................................................................... 2 Leadership in Veteran Support Services ............................................................................. 3

Veteran Support Service Directors ............................................................................... 4 Service Coordinators ..................................................................................................... 5

Culture of High-Performance Teams .................................................................................. 5 Leadership Theoretical Foundations ................................................................................... 6

Transactional Leadership .............................................................................................. 6 Behavioral Leadership .................................................................................................. 7 Transformational Leadership ........................................................................................ 7 Servant Leadership........................................................................................................ 8

Theoretical Framework ....................................................................................................... 8 Listening ....................................................................................................................... 9 Stewardship ................................................................................................................... 9 Building Community .................................................................................................. 10 Commitment to the Growth of People ........................................................................ 10

Attributes of High Performing Teams .............................................................................. 11 Employee Engagement ............................................................................................... 11 Inclusive Organizational Culture ................................................................................ 12 Teamwork and Collaboration ..................................................................................... 12

Statement of the Research Problem .................................................................................. 13 Purpose Statement ............................................................................................................. 14 Research Questions ........................................................................................................... 14

Central Research Question .......................................................................................... 15 Subquestions ............................................................................................................... 15

Significance of the Study .................................................................................................. 15 Definitions......................................................................................................................... 17

Theoretical Definitions ............................................................................................... 17 Operational Definitions ............................................................................................... 18

Delimitations ..................................................................................................................... 19 Organization of the Study ................................................................................................. 20 Summary ........................................................................................................................... 20

CHAPTER II: REVIEW OF THE LITERATURE .......................................................... 22 Evolution of Veteran Support Services............................................................................. 23

Current Trends ............................................................................................................ 23 Challenges and Solutions ............................................................................................ 24

Leadership in Veteran Support Services ........................................................................... 25 Collaboration With Nongovernment Organizations ................................................... 26 Targeting Leadership Characteristics ......................................................................... 26

Veteran Support Service Directors ................................................................................... 27 Service Coordinators ......................................................................................................... 27 Leadership Development and Training ............................................................................. 27

viii

Leadership Impact on Organizational Culture .................................................................. 28 Culture of High-Performance Teams ................................................................................ 29 Enhancing Team Cohesion and Morale ............................................................................ 30 Leadership Theoretical Foundations ................................................................................. 32

Transactional Leadership ............................................................................................ 33 Behavioral Leadership ................................................................................................ 35 Transformational Leadership ...................................................................................... 36 Servant Leadership...................................................................................................... 37

Theoretical Framework ..................................................................................................... 38 Listening ..................................................................................................................... 39 Stewardship ................................................................................................................. 40 Building Community .................................................................................................. 41 Commitment to the Growth of People ........................................................................ 42

Attributes of High Performing Teams .............................................................................. 44 Employee Engagement ............................................................................................... 46 Inclusive Organizational Culture ................................................................................ 47 Teamwork and Collaboration ..................................................................................... 48

Summary ........................................................................................................................... 49

CHAPTER III: METHODOLOGY .................................................................................. 50 Purpose Statement ............................................................................................................. 50 Research Questions ........................................................................................................... 50

Central Research Question .......................................................................................... 51 Subquestions ............................................................................................................... 51

Research Design................................................................................................................ 51 Population ......................................................................................................................... 52 Sampling Frame ................................................................................................................ 53 Sample............................................................................................................................... 53 Sample Selection Process ................................................................................................. 54 Instrumentation ................................................................................................................. 56 Researcher as an Instrument of the Study ......................................................................... 56

Interview Protocol ....................................................................................................... 57 Artifacts....................................................................................................................... 57

Reliability/Validity ........................................................................................................... 58 Intercoder Reliability ........................................................................................................ 58 Field Test .......................................................................................................................... 59 Data Collection ................................................................................................................. 59

Interview Process ........................................................................................................ 60 Artifacts....................................................................................................................... 61

Data Analysis .................................................................................................................... 62 Limitations ........................................................................................................................ 63

Time ......................................................................................................................... 63 Sample Size ................................................................................................................. 63 Geography ................................................................................................................... 64

Summary ........................................................................................................................... 64

CHAPTER IV: RESEARCH, DATA COLLECTION, AND FINDINGS....................... 65 Purpose Statement ............................................................................................................. 65 Research Questions ........................................................................................................... 66

Central Research Question .......................................................................................... 66 Subquestions ............................................................................................................... 66

Research Method and Data Collection Procedures ........................................................... 67 Data Collection and Participants ....................................................................................... 67 Population ......................................................................................................................... 69 Sample Frame ................................................................................................................... 69 Sample............................................................................................................................... 69 Demographic Data ............................................................................................................ 71 Presentation and Analysis of Data .................................................................................... 73 Data by Research Question ............................................................................................... 74

Research Subquestion 1 .............................................................................................. 75 Active/Intentional Listening ................................................................................. 76 Understanding/Empathy ....................................................................................... 77 Building Trust/Respect ......................................................................................... 79 Feedback/Validation ............................................................................................. 80

Research Subquestion 2 .............................................................................................. 81 Trust/Responsibility .............................................................................................. 82 Ownership/Leading by Example ........................................................................... 84 Resource Management .......................................................................................... 85 Mission/Goal Focus .............................................................................................. 86

Research Subquestion 3 .............................................................................................. 88 Building Community ............................................................................................ 88 Support/Connection .............................................................................................. 90 Building Cohesive Teams ..................................................................................... 92 Providing Leadership/Mentorship ........................................................................ 93

Research Subquestion 4 .............................................................................................. 94 Ongoing Training/Learning .................................................................................. 95 Fostering Leadership/Growth ............................................................................... 96 Demonstrating Support/Commitment ................................................................... 97 Providing for Personal Development/Individual Needs ....................................... 98

Research Subquestion 5 .............................................................................................. 99 Leadership Development/Training ..................................................................... 100 Goal Setting/Mission Focus ................................................................................ 101 Team Development ............................................................................................. 103 Growth Mindset/Development............................................................................ 105

Key Findings ................................................................................................................... 108 Key Finding 1: Active Listening Creates Trust and Understanding ......................... 108 Key Finding 2: Stewardship Through Trust and Resource Management ................. 108 Key Finding 3: Building Strong Communities Through Inclusive Practices ........... 109 Key Finding 4: Commitment to Growth Through Training and Development ........ 109 Key Finding 5: Goal Setting and Mission Focus Drive Team Performance ............ 109 Key Finding 6: Strategic Team Building and Selection ........................................... 110

Conclusion ...................................................................................................................... 110

CHAPTER V: FINDINGS, CONCLUSIONS, AND RECOMMENDATIONS ........... 111 Purpose Statement ........................................................................................................... 111 Research Questions ......................................................................................................... 111

Central Research Question ........................................................................................ 111 Subquestions ............................................................................................................. 112

Methodology ................................................................................................................... 112 Population ....................................................................................................................... 114 Sample............................................................................................................................. 114 Demographic Data .......................................................................................................... 114 Key Findings ................................................................................................................... 115

Key Finding 1: Active Listening Creates Trust and Understanding ......................... 115 Key Finding 2: Stewardship Through Trust and Resource Management ................. 117 Key Finding 3: Building Strong Communities Through Inclusive Practices ........... 118 Key Finding 4: Commitment to Growth Through Training and Development ........ 120 Key Finding 5: Goal Setting and Mission Focus Drive Team Performance ............ 121 Key Finding 6: Strategic Team Building and Selection ........................................... 122

Unexpected Findings ...................................................................................................... 124 Unexpected Finding 1: Disconnect Between Practice and Perceived

Importance .................................................................................................... 124 Unexpected Finding 2: Virtual Team Building Complexities .................................. 124 Unexpected Finding 3: Integration Challenges for Nonveteran Staff ...................... 124 Unexpected Finding 4: Generational Impact on Technology Adoption ................... 125

Conclusions ..................................................................................................................... 125 Conclusion 1 ............................................................................................................. 126 Conclusion 2 ............................................................................................................. 126 Conclusion 3 ............................................................................................................. 127 Conclusion 4 ............................................................................................................. 127 Conclusion 5 ............................................................................................................. 128 Conclusion 6 ............................................................................................................. 128 Conclusion 7 ............................................................................................................. 128

Implications for Action ................................................................................................... 129 Implication for Action 1............................................................................................ 129 Implication for Action 2............................................................................................ 130 Implication for Action 3............................................................................................ 131 Implication for Action 4............................................................................................ 131 Implication for Action 5............................................................................................ 132 Implication for Action 6............................................................................................ 132 Implication for Action 7............................................................................................ 133

Recommendations for Further Research ......................................................................... 133 Recommendation 1: Conduct a Meta-Analysis Across Sectors ............................... 133 Recommendation 2: Examine Virtual Team Building Strategies ............................. 134 Recommendation 3: Study Nonveteran Staff Integration ......................................... 134 Recommendation 4: Conduct Comparative Case Studies of Leaders and

Subordinates .................................................................................................. 135 Recommendation 5: Study Direct Impact on Veteran Recipients ............................ 135 Recommendation 6: Compare Organization Sizes ................................................... 135

Recommendation 7: Investigate Generational Impact .............................................. 136 Concluding Remarks and Reflections ............................................................................. 136

Personal Reflections.................................................................................................. 137 Key Insights Gained .................................................................................................. 137 Impact on Professional Practice ................................................................................ 138

REFERENCES ............................................................................................................... 139

APPENDICES ................................................................................................................ 149

xii

LIST OF TABLES

Table 1. Study Participant Criteria .................................................................................... 72

Table 2. Demographic Data of Study Participants ............................................................ 72

............................................................................................................................. 115

Table 3. Research Question 1 Themes .............................................................................. 75

Table 4. Research Question 2 Themes .............................................................................. 82

Table 5. Research Question 3 Themes .............................................................................. 88

Table 6. Research Question 4 Themes .............................................................................. 95

Table 7. Research Question 5 Themes .............................................................................. 99

Table 8. Summary of All Themes ................................................................................... 107

xiii

LIST OF FIGURES

Figure 1. Summary of the Population, Sampling Frame, and Sample .............................. 54 ............................................................................................................................... 70

xiv

PREFACE

Following discussions and considerations regarding the opportunity to study

Spears’s (2010) servant leadership characteristics, four doctoral students discovered a

common interest in exploring the ways leaders perceive the impact these four

characteristics (Listening, Stewardship, Building Community, and Commitment to

People’s Growth) have on establishing a culture of high performing teams. This common

interest resulted in a thematic study conducted by a research team of four doctoral

students. The four peer researchers and one faculty advisor ultimately chose a

phenomenological design as most appropriate for this study of how leaders use servant

leadership characteristics to develop high-performing teams. This structure was resolved

to be generally suitable as the nonexperimental, descriptive approach to best accumulate

the lived encounters of the leaders. Each researcher interviewed nine exemplary leaders

to describe the strategies they use for the four characteristics of servant leadership by

Spears (2010) to establish a high-performing team within their organization. To ensure

thematic consistency, the team co-created the purpose statement, research questions,

definitions, interview questions, and study procedures. It was agreed upon by the team

that for increased validity, data collection would involve using interviews and artifacts.

Throughout the study, the term peer researchers are used to refer to the other researchers

who conducted this thematic study. These were Peter Do, Asian American school district

office administrators; Reggi’e Webster, public school district Early Childhood Leaders;

Marcus Moore, Veteran Support Services Directors or Service Coordinators; and Katie

Chin-Barry, public school district superintendents.

CHAPTER I: INTRODUCTION

Each year, about 200,000 servicemembers transition from military service to

civilian life, supported by various veteran support services (Sawyer, 2023). In this critical

process, strong leadership is essential for providing meaningful and effective assistance

to veterans. Leaders in veteran support services consistently work to guide veterans

through this transition. Kouzes and Posner (2017) stressed that effective leadership is

crucial for fostering a high-performance culture within organizations. Similarly, Peterlin

et al. (2015) explained that leadership, as a complex concept, is vital for developing a

clear vision, encouraging teamwork, and enhancing productivity. Scholars such as

Northouse (2022) further interpreted leadership as the process of guiding a group toward

a shared objective.

In a global context, the importance of leadership is increasingly recognized,

especially because of the fast pace of technological progress. This global outlook,

combined with the constant evolution of technology, plays a crucial role in shaping

leadership strategies across the world. In the current global environment, which is

characterized by swift technological changes and shifting socio-economic conditions, the

success of organizations largely depends on how effective their leaders are (Ackerman-

Anderson & Anderson, 2010). For veteran support services, this is particularly crucial.

Leaders need to help military personnel transition back to civilian life, a process that

involves unique psychological, social, and employment-related challenges (Locke, 2023).

The United States grapples with integrating a considerable number of veterans into

civilian roles, a task that demands adept leadership capable of understanding and

responding to the diverse needs of this population (Karre et al., 2024).

California, with its significant number of veterans, mirrors a smaller version of a

broader national issue (Taylor, 2017). The state’s varied economic and social settings

create both challenges and opportunities for veterans transitioning back into civilian life.

This environment is ideal for exploring the impact of servant leadership on the

effectiveness of veteran support services. Here the need for effective leadership is not just

a theoretical concept but a daily necessity in veteran support services. It is important for

leaders of veteran support services to understand how servant leadership can be used to

improve their organizations and thereby provide better support services to transitioning

veterans.

Background

The U.S. veteran support system has significantly evolved since its beginning

with the Continental Congress in the 18th century. The U.S. Veterans Bureau, established

in 1921, initially focused on assisting World War I veterans with healthcare, injury

recovery, and job training (U.S. Department of Veterans Affairs, 2024). The scope of

services broadened in 1930 with the founding of the Veterans Administration (VA),

which extended its support to veterans of earlier wars, their families, and the survivors of

deceased service members. This expansion included a wider range of services like

healthcare, financial assistance, and funeral arrangements. In 1989, reflecting a deeper

commitment to veteran welfare, the agency was elevated to the U.S. Department of

Veterans Affairs.

Over time, the VA has consistently adapted to the changing needs of veterans. As

Hachey et al. (2016) highlighted, transitioning to civilian life poses significant

challenges, particularly for those grappling with mental or physical health issues. The

VA’s response has been to diversify its services, catering to various health concerns and

supporting veterans from different conflicts. This ongoing evolution underscores the

VA’s commitment to comprehensively and compassionately addressing the needs of U.S.

veterans. (U.S. Department of Veterans Affairs, 2024).

Leadership in Veteran Support Services

The U.S. approach to veteran support has evolved, becoming more complex to

meet diverse needs. According to the U.S. Department of Veterans Affairs (2024),

veteran support services are programs and initiatives designed to assist former military

personnel in areas such as healthcare, housing, employment, and mental health. These

services often work in tandem with the VA, the federal agency responsible for providing

veterans with benefits and care. The VA sets national policies and delivers services

locally through hospitals, clinics, and other programs. However, the VA cannot meet all

veteran needs alone. Local and state-level veteran support services play a key role by

filling gaps, providing community-specific resources, and collaborating with the VA to

ensure veterans receive comprehensive care.

The San Diego Veterans Coalition (n.d.) and similar coalitions complement the

VA by bringing together local organizations, government agencies, and community

groups that support veterans. These coalitions coordinate services, streamline access to

resources, and advocate for veterans’ needs within the local community. By partnering

with the VA and local entities, San Diego Veterans Coalition and similar groups create a

network that ensures veterans are connected to essential services, whether provided by

federal or local organizations. Leadership roles like the director or service coordinator of

veteran support services have become crucial in this context. The presence of a director

varies depending on the size and scope of each service. Additionally, numerous

nongovernmental organizations and charities dedicated to veterans also appoint their own

directors, further expanding support networks.

Service coordinators play a pivotal role in veteran support services by acting as a

bridge between veterans and the necessary resources. They assess individual needs; guide

veterans through accessing benefits, healthcare, and educational services; and work

closely with local organizations to streamline support efforts. Transitioning to the broader

leadership context, the strategic vision and operational oversight provided by veteran

support service directors are essential to coordinating these efforts throughout diverse

organizations.

Veteran Support Service Directors

The role of the veteran support service director is to lead an organization

dedicated to assisting veterans and their families. This position demands a deep

understanding of veterans’ unique challenges, thorough knowledge of government

policies regarding veterans, and the ability to collaborate effectively with diverse groups

and individuals in veterans’ affairs (USA Jobs, 2024). Key responsibilities include setting

strategic directions, ensuring policy compliance, interpreting relevant laws, managing

budgets, supervising staff, and facilitating communication between local veterans’

organizations. Additionally, the director is responsible for aiding veterans and their

families with claims and benefits, analyzing program data to evaluate success, and

reporting to higher management.

Service Coordinators

According to the U.S. Department of Housing and Urban Development (n.d.),

service coordinators help veterans and their families access resources and services to

improve their quality of life. They assist individuals in identifying and using services like

healthcare, benefits, housing, and education, based on specific needs. Coordinators must

understand the unique challenges veterans face, be familiar with government policies,

and collaborate with various organizations to ensure veterans receive the support they

need.

Their responsibilities include assessing veterans’ needs, managing cases, and

aiding with claims and benefits. Coordinators facilitate communication between veterans,

service providers, and local organizations to streamline access to resources. They also

evaluate program effectiveness, report outcomes to leadership, and ensure services align

with veterans’ best interests.

Culture of High-Performance Teams

In the realm of support services, especially for veterans, developing high-

performing teams is crucial. J. Brown (2019) underscored the importance of inclusive

leadership to create high-performance teams, advocating for the recognition and

integration of each team member’s unique experiences and perspectives. This is vital in

the diverse realm of veteran support. Furthermore, Harvey and Drolet (2006) stressed the

need for cohesive teams, which requires leaders to nurture individual talents and promote

collaboration, emphasizing empathy and responsiveness to specific needs. Understanding

various leadership styles and their impact on team efficiency and dynamics is key to

identifying the most effective leadership approach for fostering high-performing teams in

service agencies.

Leadership Theoretical Foundations

Leadership theories offer diverse approaches to guiding teams and organizations,

each with its unique impact in different settings like veteran support. Transactional

leadership, as Bass (1990) defined it, uses clear structures and incentives to motivate

team members, focusing on order and efficiency. Behavioral leadership, according to

Blake and Mouton (1985), looks at leaders’ specific actions and interactions with their

teams, prioritizing both team welfare and task achievement. Transformational leadership,

as Crowley (2011) described, inspires and motivates teams to exceed expectations, often

through the leader’s charisma and influence. Finally, servant leadership, originating from

Greenleaf (1970), emphasizes the leader’s role in serving the team’s needs first, fostering

empathy and collaboration, which is particularly effective in contexts like veteran

support.

Transactional Leadership

Transactional leadership, as outlined by Northouse (2022), operates on a system

of exchanges in which leaders use rewards like recognition to motivate specific goal

achievements. Kuhnert and Lewis (1987) emphasized that this approach focuses on clear

roles, responsibilities, and strict rule adherence, ensuring stability and compliance.

However, Reason (2024) critiqued this style for potentially stifling innovation and

creativity because its reward-punishment nature might hinder the development of deeper

relationships and collaborative culture. Despite these drawbacks, transactional leadership

is still widely used and effective in certain contexts, such as helping veterans transition

from military to civilian life.

Behavioral Leadership

Behavioral leadership, as explained in Blake and Mouton’s (1985) managerial

grid, balances two main aspects: concern for individuals and focus on production. This

approach emphasizes nurturing team welfare, motivation, and satisfaction while also

prioritizing task completion and efficiency, aiming to strike a balance between employee

well-being and productivity. However, Yukl et al. (2002) highlighted that the behavioral

leadership model can sometimes cause leaders to lose focus on long-term strategic goals

by becoming overly concerned with either employee welfare or task completion.

Furthermore, Yukl et al. explained that this approach can be effective in certain situations

but may not work as well in others. Therefore, effectively applying behavioral leadership

requires an excellent understanding of both individual and team dynamics.

Transformational Leadership

Transformational leadership, conceptualized by Burns (1978) and expanded by

Bass (1990), is celebrated for its potential to significantly impact organizations and their

futures. This style is characterized by motivating and inspiring followers, often leading to

exceeding expected performance and personal development. Transformational leaders

create a shared vision and foster strong emotional connections, encouraging a focus on

collective rather than individual goals. However, Bass and Steidlmeier (1999) noted

potential issues, such as neglecting individual needs for the group’s goals and

overreliance on a leader’s charisma, which might stifle critical thinking. Despite its

effectiveness, these critiques highlight the need for a balanced approach that considers

individual and collective needs.

Servant Leadership

Servant leadership, as conceptualized by Greenleaf in 1977, transforms traditional

authority-based leadership into a service-oriented approach, prioritizing team needs.

Scholars such as Spears (2010) and Blanchard and Johnson (1982) further developed this

model, applying it to practical and organizational contexts. Key characteristics of a

servant leader, as outlined by Van Dierendonck (2011) and Grant (2013), include

nurturing team well-being and unity and anticipating challenges. Despite criticisms about

its effectiveness in competitive environments by Barry and Kunz (2014), proponents

argue it enhances productivity through trust and cooperation. This leadership style is

particularly relevant in veteran support services, aligning with the needs for community-

building, listening, and growth.

Theoretical Framework

Spears (2010) identified 10 essential characteristics of the servant leadership

style: listening, empathy, healing, awareness, persuasion, conceptualization, foresight,

stewardship, nurturing others’ growth, and fostering community. The servant leadership

characteristics form a powerful foundation for effective leadership that values open

communication, emotional intelligence, visionary thinking, and collective responsibility.

After examining the 10 characteristics that Spears identified, these four characteristics

were chosen as a framework for this study: listening, stewardship, building community,

and commitment to the growth of people. The four characteristics collectively embody a

leadership style that prioritizes the well-being and development of others and captures

key elements for other foundational leadership theories that are consistent with servant

leadership.

Listening

Listening is a key characteristic in leadership, essential for fostering respect, trust,

and informed decision making. It involves actively engaging with and valuing others’

ideas. Burns (1978) and Bass and Avolio (1993) emphasized that effective

communication, particularly listening, is crucial for authentic and transformational

leadership, which elevates both leaders and followers. Senge (2006) also highlighted the

role of listening in learning organizations, in which leaders encourage dialogue to

understand diverse viewpoints and build collective wisdom. In summary, effective

listening is fundamental in servant leadership, vital for nurturing relationships,

stimulating learning, and promoting shared visions and transformation.

Stewardship

Stewardship in leadership, emphasizing group welfare over individual success,

aligns with servant leadership by promoting collective achievements. Senge’s 2006

concept of organizations as learning communities merges personal growth with

communal goals. Servant leadership, introduced by Greenleaf and Spears (2002),

emphasizes serving others first and prioritizing the team’s needs over personal goals.

Block (1993) built on this idea by advocating for a shift from traditional top-down

leadership to a shared responsibility model that benefits everyone. This approach

encourages collaboration, trust, and ethical power use, leading to a productive and

committed organizational environment.

Building Community

Servant leadership, as envisioned by Greenleaf (1977), is instrumental in building

cohesive communities through empathetic understanding, active listening, and ethical

power usage. It aims to enhance individual well-being and foster a nurturing, effective

community environment. Key contributors, such as Gardner (1990), emphasized the

leader’s role in fostering community by ensuring that individuals feel connected to a

shared mission and are empowered to contribute meaningfully to the collective goals of

the group. Although Wheatley (1992) highlighted its holistic approach in promoting

organizational learning and adaptability and Block (1993) highlighted its focus on

prioritizing others’ needs and fostering teamwork and responsibility, thereby cultivating

communities grounded in mutual respect and human dignity.

Commitment to the Growth of People

Servant leadership centers on addressing the needs and promoting the

development of team members. Blanchard and Johnson (1982) emphasized that servant

leaders prioritize their team’s well-being, valuing team interests above their own and

empowering members to achieve their fullest potential. Kouzes and Posner (2022)

reinforced this idea, focusing on the deep commitment of effective leaders to their team’s

growth and development. In essence, servant leadership involves prioritizing the needs of

followers, fostering their growth, and cultivating a trust-based, collaborative

environment.

The concept of servant leadership integrates key elements including listening,

stewardship, community building, and commitment to the growth of people. This

leadership style is fundamentally about serving others, fostering personal and communal

growth, and building strong, united communities. In veteran support services, leaders can

harness the power of servant leadership characteristics to create impactful teams. By

actively listening to team members, prioritizing the collective good through stewardship,

fostering a strong sense of community, and dedicating themselves to the growth of

everyone, leaders can cultivate teams that are not only high-performing but also deeply

committed to their mission.

Attributes of High Performing Teams

High-performing teams excel through effective collaboration, driven by three key

elements, as identified by Melchar and Bosco (2010). First, employee engagement is

crucial and results in team members showing high levels of dedication and enthusiasm.

Second, fostering an inclusive organizational culture ensures that every team member

feels valued and respected, creating a welcoming space for diverse ideas. Last, the

emphasis on teamwork and collaboration enhances communication, idea sharing, and

support among team members, fueling innovation and leading to remarkable

achievements.

Employee Engagement

Employee engagement is essential for an organization’s success and depends on

how enthusiastic, dedicated, and committed employees are to their work. Leaders can

boost engagement by acknowledging individual contributions and providing work that

matches employees’ strengths and interests. Research by Dean (2016), Trede (2023), and

Giambatista et al. (2020) indicates that servant leadership, which prioritizes the growth

and well-being of team members, significantly enhances engagement. This leadership

approach creates a supportive and empowering work environment, fostering mutual

respect and collaboration, which in turn increases employee engagement. These studies

highlighted the effectiveness of servant leadership in building a motivated and engaged

workforce.

Inclusive Organizational Culture

Inclusive organizational culture is crucial for team success, especially in remote

work environments. Leaders can foster this culture by promoting diversity, ensuring fair

opportunities, and listening to diverse perspectives. E. Johnson (2020) stressed the

importance of unity and shared purpose, noting that physical distance can hinder cultural

cohesion, making it essential for every team member to feel valued and included.

Giambatista et al. (2020) also emphasized the role of servant leadership in building such

a culture by focusing on individual growth and well-being, thereby creating a supportive

and empowering environment. These viewpoints highlight the need for intentional

leadership and community building to cultivate an inclusive organizational culture.

Teamwork and Collaboration

Teamwork and collaboration are vital for organizational success. Leaders can

enhance these by encouraging open communication, setting clear goals, and fostering

trust and respect among team members. Downes et al. (2021) emphasized that team

conflict can significantly impact collaboration and overall performance. Irving’s (2005)

study on servant leadership highlighted the leader’s role in promoting teamwork, and

Giambatista et al. (2020) further suggested that servant leadership shapes the

organizational culture to improve collaboration. Therefore, effective teamwork involves

uniting individuals and creating a leadership and organizational culture that actively

supports and encourages collaboration.

Statement of the Research Problem

The U.S. Department of Veterans Affairs (2024) provided a historical context for

the ongoing need for effective veteran support programs. The evolution of these

programs reflects changing needs and challenges faced by veterans. It is driven by the

need to enhance the efficiency and effectiveness of programs designed to support

veterans transitioning from military to civilian life. According to Hachey et al. (2016),

this transition phase is critical because it involves mastering new civilian roles and

relying on social support systems, which can be significantly facilitated by high-

performing support teams. Therefore, it is important to explore how the leadership

qualities of directors can shape and strengthen veteran support service teams.

Leadership theories, each suitable for different scenarios including veteran

support, offer diverse approaches to guiding teams. Transactional leadership focuses on

motivating through clear rules and rewards, ensuring order and efficiency (Bass, 1990).

Behavioral leadership, meanwhile, stresses balancing team welfare with task completion,

considering leaders’ actions and their team interactions (Blake & Mouton, 1985).

Transformational leadership, on the other hand, motivates teams to exceed goals through

the leader’s charisma (Crowley, 2011). Finally, servant leadership emphasizes empathy

and teamwork by putting team needs first (Gandolfi & Stone, 2018; Greenleaf, 1977).

This leadership style aligns well with the service-oriented missions of veteran

support service organizations. Research by T. M. Brown (2022) showed that servant

leader qualities positively affect how veteran support service organizations operate.

Similarly, a study by Giambatista et al. (2020) highlighted that a servant leadership

culture positively influences organizational outcomes, fostering a supportive

environment. However, the exact effect of servant leadership on team performance,

particularly in aiding veterans’ transitions, is still not fully understood and requires

further investigation.

This notion supports this current study, which sought to extend this understanding

to the context of veteran transition programs. By focusing on directors’ perceptions, the

study aimed to uncover how their use of servant leadership characteristics directly

influences team performance and, consequently, the effectiveness of veteran support

services.

Purpose Statement

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 veteran

transition programs. A further purpose of this study was to identify what exemplary

veteran support service leaders believe are the most important strategies to develop a

high-performing team to support veteran transition programs.

Research Questions

Exploring the transformative power of servant leadership, this study delves into

the specific practices exemplary veteran support service leaders employ to foster high-

performing teams:

Central Research Question

How do exemplary directors or service coordinators in veteran support services

use listening, stewardship, building community, and commitment to people’s growth to

develop and maintain a high performing team?

Subquestions

1. How do exemplary directors or service coordinators in veteran support services

use the listening leadership characteristics to support a high-performing team?

2. How do exemplary directors or service coordinators in veteran support services

use the stewardship leadership characteristics to support a high-performing team?

3. How do exemplary directors or service coordinators in veteran support services

use the building community leadership characteristics to support a high-

performing team?

4. How do exemplary directors or service coordinators in veteran support services

use the commitment to people’s growth leadership characteristics to support a

high-performing team?

5. Which strategies do exemplary directors or service coordinators in veteran

support services identify as the most important strategies to develop a high-

performing team to support the organization’s success?

Significance of the Study

The transition from military to civilian life is a complex change that

approximately 200,000 service members undergo annually. This transition often brings

with it significant challenges, including unemployment, homelessness, mental health

issues, and disability-related issues, which can profoundly affect veterans’ quality of life

and their ability to integrate successfully into civilian society (Sawyer, 2023). The VA

has made efforts to contact and support eligible veterans, with a success rate of

contacting about 71% of veterans in 2021, who then used VA benefits more extensively

than those who were not contacted. More recent data regarding this statistic are not yet

available, according to a September 23, 2024, email from Mr. John Sawyer, who

indicated that the Department of Defense (DOD) is still working on corrective actions to

address the findings (J. D. Sawyer, personal communication, September 23, 2024).

However, the lack of collaboration between veterans’ support organizations highlights a

gap in reaching and assisting the veteran population more effectively (Sawyer, 2023).

The role of directors of veteran support services is crucial to bridge these gaps.

These leaders are at the forefront of navigating the complex landscape of veterans’

support services, tasked not only with understanding the unique challenges faced by

veterans but also with managing resources, policies, and teams to provide the most

effective support (USA Jobs, 2024). Their responsibilities encompass a wide range of

functions, from strategic planning and compliance with policies to direct engagement

with veterans and their families, making their role pivotal in enhancing the support

system for veterans.

The concept of servant leadership, which prioritizes the needs of followers and

fosters a partnership-based relationship, offers a compelling framework for enhancing the

effectiveness of teams in veteran support services (Yumte et al., 2017). Servant

leadership characteristics, such as listening, stewardship, building community, and

commitment to the growth of people, align closely with the needs of the veteran

population. These leadership qualities can facilitate a supportive and inclusive

environment, encouraging open communication and collaboration among team members

and between the service providers and veterans.

Researching the impact of servant leadership characteristics on developing high-

performing teams within the context of veteran support services can provide valuable

insights into organizational success. By understanding how these leadership

characteristics contribute to team dynamics, service effectiveness, and ultimately, the

well-being of veterans, strategies can be developed to enhance the support provided to

this important community. This research could greatly benefit nonprofit leaders and

veteran support organizations, offering them a blueprint for enhancing their effectiveness

and outreach. Professional associations dedicated to leadership development, as well as

conferences focusing on nonprofit management and veteran affairs, would find this

information invaluable. Showcasing this model’s success in San Diego encourages a

broader adoption, demonstrating how servant leadership can drive organizational success

and provide substantial support to veterans throughout various regions.

Definitions

The terms used in this study are defined to ensure everyone understands the

researcher’s meaning. Theoretical definitions, also called conceptual definitions, explain

the meanings researchers give to concepts based on previous research. Operational

definitions describe how the researcher measures the variables in the study.

Theoretical Definitions

Building community. Building community involves creating an environment in

which individuals feel united, valued, and connected to a larger purpose, fostering

collaboration and a sense of belonging. As members grow and stretch their skills, the

community as a whole also progresses (Brower, 2020; Spears, 2010).

Commitment to the growth of people. Commitment to people’s growth is a

conscious effort on the part of the leader to do everything possible to nurture the growth

of every individual within the organization (Spears, 2010).

Exemplary leadership. Exemplary leadership involves embodying selflessness

and a deep sense of responsibility toward the welfare of the team. Leaders hold

themselves to high standards, assist others to improve, and achieve extraordinary results

for the organization (D’silva, 2022; Sinek, 2014).

Listening. Listening involves a deep commitment to attentively hearing others,

understanding and clarifying the group’s collective will, and engaging in receptive

listening and reflective periods (Spears, 2010).

Stewardship. Stewardship involves managing institutions with a focus on

commitment to serving the needs of others before self-interest and leading through

openness and persuasion rather than control. Stewardship in servant leadership

encourages a culture of trust, empowerment, and collaborative success, aligning the goals

of individuals with those of the organization (Spears, 2010).

Operational Definitions

High-performing team. A high-performing team helps an organization achieve

success by showing measurable improvements or maintaining excellence over 2 or more

years based on organizational data or key performance indicators that match its goals.

According to Mauboussin (2012), usage data, when accurately aligned with consistent

and predictive metrics, can demonstrate measurable success by showing reliable

outcomes and establishing a clear link between actions and results.

Service coordinators. Service coordinators are responsible for assisting

individuals in identifying, accessing, and using the appropriate resources and services

available to them to meet their specific needs and improve their quality of life (U.S.

Department of Housing and Urban Development, n.d.).

Veteran. A veteran is someone who served in active military, naval, or air

service, including the U.S. Army, Navy, Air Force, Marine Corps, Coast Guard, and

Space Force, and was discharged under conditions other than dishonorable. To qualify,

they typically must have served for at least 24 continuous months or for the full period

they were called to active duty, whichever is shorter, unless discharged for a service-

related disability. Members of the Reserves or National Guard can also be considered

veterans if they were activated for federal service and met the required time of service

(U.S. Department of Veteran Affairs, 2024).

Veteran support service directors. For the purpose of this study, veteran support

service directors are defined as individuals responsible for overseeing the programs that

assist former military personnel to transition to civilian life, including managing

resources like healthcare, employment support, and counseling. They ensure these

services are delivered effectively and meet the diverse needs of veterans (USA Jobs,

2024).

Delimitations

The study was delimited to exemplary veteran support service directors or service

coordinators who were members of the San Diego Veterans Coalition, were recognized

by their peers as effective at creating high performing teams, and met at least two of the

three specific criteria:

1. The director or service coordinators had been employed at a veteran support

service center within San Diego County with a minimum of 10 staff members.

2. The director or service coordinator participant possessed a minimum of 1 or 3

years of experience at their current site.

3. The director or service coordinator had a minimum of 2 years of experience in the

veteran support service profession.

Organization of the Study

The study consists of five chapters, a bibliography, and appendices. Chapter I

explored the impact of four servant leadership characteristics—listening, stewardship,

building community, and commitment to people’s growth—on creating high-performing

teams that drive organizational success, based on Spears’s (2010) framework. It also

defined the study’s purpose, research question, and key terms. Chapter II reviews existing

literature on servant leadership and its role in forming successful teams. Chapter III

outlines the research design and methodology, including the population, sample, data

collection, and analysis methods. Chapter IV presents and discusses the study’s findings,

and Chapter V summarizes these findings, draws conclusions, and provides

recommendations for future actions and research.

Summary

Over the past 250 years, and especially in the last 50, veteran support services in

the United States have significantly expanded, starting from early provisions in the 18th

century to the establishment of the U.S. Department of Veterans Affairs. This evolution

includes a focus on the pivotal role of veteran support service directors or service

coordinators and the development of high-performance teams. Key leadership theories

relevant to these services, such as transactional, behavioral, transformational, and servant

leadership, were examined. The concept of servant leadership was highlighted for its

alignment with veterans’ unique needs. Last, the traits of successful teams, including

employee engagement, an inclusive culture, and effective teamwork, were emphasized as

crucial for the effective support of veterans.

CHAPTER II: REVIEW OF THE LITERATURE

Chapter II presents a comprehensive review of the literature on leadership of

veteran support services with a focus on servant leadership characteristics. The key

characteristics examined in this study were listening, stewardship, building community,

and commitment to people’s growth (Spears, 2010). To support and organize this review,

a synthesis matrix was developed (see Appendix A). This matrix helped the researcher

organize sources and study variables, allowing for a structured view of the literature. It

enabled sorting by topic, identifying relationships between sources, and drawing

conclusions about these relationships. The matrix effectively organized the references,

themes, and characteristics presented in the study.

The literature review is organized into three main parts, each broken down into

smaller sections, following a structure that gradually narrows the focus (Ridley, 2012).

The review explores the evolution of veteran support services, leadership in these

services, the roles of veteran support service directors, and the culture of high-performing

teams. The first part provides an overview of foundational leadership theories. It

examines how different leadership approaches impact the ability of veteran support

services to develop high-performing teams. The second part focuses on the theoretical

framework, examining in detail the four servant leadership characteristics from Spears’s

(2010) model and their influence on leaders in veteran support services. Finally, the third

part discusses the attributes of high-performing teams, employee engagement, inclusive

culture, and the importance of teamwork and collaboration in veteran support services led

by those with servant leadership qualities.

Evolution of Veteran Support Services

The support system for U.S. veterans has undergone significant changes since its

inception. Initially, the Continental Congress in the 18th century laid the groundwork for

veteran support, which has continually evolved. The establishment of the U.S. Veterans

Bureau in 1921 marked a pivotal point, focusing on assisting World War I veterans with

healthcare, injury recovery, and job training (U.S. Department of Veterans Affairs, 2024).

This bureau’s efforts broadened significantly with the founding of the Veterans

Administration (VA) in 1930, which extended support to veterans of earlier wars, their

families, and survivors of deceased service members. The scope of services expanded to

include healthcare, financial assistance, and funeral arrangements. In 1989, the agency

was elevated to the Department of Veterans Affairs, reflecting a deeper commitment to

veteran welfare.

Over time, the VA has continually adapted to meet the changing needs of

veterans. As Hachey et al. (2016) highlighted, transitioning to civilian life poses

significant challenges, particularly for those grappling with mental or physical health

issues. The VA has responded by diversifying its services to address various health

concerns and to support veterans from different conflicts. This evolution underscores the

VA’s commitment to comprehensively and compassionately addressing the needs of U.S.

veterans (U.S. Department of Veterans Affairs, 2024).

Current Trends

Recent advancements in veteran support services have made significant strides in

telehealth, mobile application-based care, and home and community-based services. T. J.

Johnson and Brownlee (2018) explained that telehealth and mobile application-based care

have been crucial in providing remote healthcare access to underserved areas. Programs,

such as Avera Health’s eCARE and the University of Iowa Health Care’s telehealth

services, allow pharmacists and healthcare professionals to deliver comprehensive care

through video consultations. This approach improves medication management, patient

outcomes, and ensures veterans receive high-quality care regardless of location, reducing

hospital readmissions and enhancing overall healthcare accessibility.

Leykum et al. (2022) highlighted the VA Choose Home initiative, which focuses

on enhancing home and community-based services to help veterans stay in their homes

while receiving necessary care. This innovative model integrates noninstitutional care,

offers a broader range of home-based services, and fosters stronger partnerships with

community and governmental agencies. The initiative emphasizes collaboration with

veterans, caregivers, and stakeholders to understand their needs and improve service

delivery. According to Leykum et al., regular communication and actionable feedback are

essential in tailoring services to meet the unique needs of veterans and their families,

ensuring more effective and personalized care.

Challenges and Solutions

Even with these improvements, veteran support services still encounter major

obstacles as veterans move from military to civilian life. A key challenge is the high

occurrence of mental health issues, such as PTSD, which can make it difficult for them to

find and keep a job (Ward, 2020). Additionally, misconceptions about military-acquired

skills among civilian employers further complicate veterans’ job search. Another

challenge is the inadequate support systems, including ineffective transition programs

and insufficient mental health services. To address these issues, strategies such as peer

support, career development programs, and networking have been recommended. Ward

(2020) highlighted that these strategies assist veterans to developing new skills, build

confidence, and connect with others who have successfully transitioned to civilian life.

Government initiatives focused on comprehensive mental health care and better

employment opportunities are essential for improving this transition process.

Leadership in Veteran Support Services

Veteran support services in the United States have evolved to meet diverse needs,

including healthcare, mental health, education, housing, employment, and legal support.

The U.S. Department of Veterans Affairs (2024) highlighted the importance of forming

skilled teams to provide comprehensive assistance. Leadership roles, such as the director

of veteran support services, play a significant part in this context. Despite the structured

support from governmental agencies, veteran support services face challenges such as

fragmented care, resource constraints, and the need for cohesive leadership to navigate

these complexities. Previous studies by Méndez (2023) emphasized the role of directors

in organizational success and future direction. The presence of a director varies based on

the size and scope of each service. Additionally, many nongovernmental organizations

and charities dedicated to veterans appoint their own directors, further expanding support

networks.

Service coordinators are essential to address the individualized needs of veterans,

assisting them with navigating resources such as healthcare, housing, and education while

collaborating with local organizations to streamline access (U.S. Department of Housing

and Urban Development, n.d.). Their work complements the strategic vision provided by

veteran support service directors who oversee broader coordination and implementation

of these essential services. However, existing literature has often overlooked the specific

leadership characteristics that contribute to the development of high-performing teams in

veteran support services. There is a need to explore these characteristics in greater detail.

Collaboration With Nongovernment Organizations

Strong partnerships between governmental and nongovernmental organizations

are essential to provide comprehensive care to veterans. Government agencies, such as

the U.S. Department of Veterans Affairs, offer essential services and policy frameworks,

and nongovernmental organizations provide specialized programs and community-based

support. Lazier et al. (2016) explained that this collaboration uses the unique strengths

and resources of both sectors to ensure a holistic approach to veteran reintegration. This

partnership addresses various needs of veterans, including healthcare, employment, social

integration, and family support, thereby improving their overall reintegration outcomes.

However, existing collaborations often face challenges because of differing

organizational goals and resource limitations.

Targeting Leadership Characteristics

There is a gap in the current understanding of how directors or service

coordinators of veteran support services use specific leadership characteristics—such as

listening, stewardship, building community, and commitment to people’s growth—to

foster high-performing teams. This study sought to fill the gap by exploring how these

leadership characteristics influence team performance. The research objectives included

examining the effects of these leadership characteristics on team performance, evaluating

the success of existing leadership practices, and offering suggestions to improve

leadership in veteran support services.

Veteran Support Service Directors

In veteran support services, veteran support service directors play a crucial role in

leading departments dedicated to assisting veterans and their families. These directors

must navigate complex challenges and have a comprehensive understanding of veterans’

unique needs, government policies, and the ability to collaborate effectively with various

stakeholders in veterans’ affairs (USA Jobs, 2024). Their key responsibilities include

setting strategic directions, ensuring policy compliance, interpreting relevant laws,

managing budgets, supervising staff, and facilitating communication between local

veterans’ organizations. Directors also help veterans and their families with claims and

benefits, analyze program data to assess success, and report to higher management.

Service Coordinators

Service coordinators are essential to help individuals navigate complex systems to

access the resources they need. They work closely with individuals to understand their

unique circumstances and guide them in identifying services that improve their quality of

life. Service coordinators also ensure compliance with policies, collaborate with different

stakeholders, and monitor the effectiveness of services to ensure positive outcomes (U.S.

Department of Housing and Urban Development, n.d.). Their role involves assessing

individual needs, developing care plans, and coordinating with agencies to deliver

necessary support.

Leadership Development and Training

Despite these significant responsibilities, directors face unique challenges such as

addressing the multifaceted needs of veterans, ensuring policy compliance, and managing

diverse teams. Effective leadership is necessary to overcome these challenges, which

underscores the importance of continual leadership development and training programs.

Yemiscigil et al. (2023) highlighted that such programs can have substantial positive

impacts, including increased happiness and reduced stress, thereby empowering leaders

to better support their teams and organizations. To achieve these benefits, programs

should focus on personal growth, offer opportunities for self-reflection, and address

psychological barriers for a lasting impact. This holistic approach ultimately enhances

both personal fulfillment and professional effectiveness.

Leadership Impact on Organizational Culture

Understanding the impact of organizational culture is also essential for creating a

workplace where staff morale and innovation can thrive. Organizational culture, defined

by shared values, beliefs, and norms, shapes behavior within an organization and

influences overall business performance and competitiveness (Coelho & Kurtz, 2020).

Leaders play a significant role in developing this culture by fostering an environment that

promotes collaboration, diversity, and continual learning. This not only encourages

innovation but also makes employees feel valued and motivated, leading to higher morale

and commitment (Zhang, 2024).

However, many leadership training programs fail to address the rapid pace of

technological change and the shift toward more agile organizational structures (Leslie,

2022). This disconnects between traditional leadership training and the demands of the

modern work environment highlights the need for a more adaptive and forward-thinking

approach to leadership development. There is a notable gap in the literature regarding the

adaptation of leadership training to modern work environments, particularly in the

context of veteran support services. This study aimed to explore how directors of veteran

support services use servant leadership characteristics—listening, stewardship, building

community, and commitment to people’s growth—to develop high-performing teams.

Culture of High-Performance Teams

Creating a culture of high-performing teams is a significant endeavor for any

organization that aims to achieve its goals and maximize productivity. According to

Burkus (2023), a team’s culture, defined by its habits and behavioral norms, significantly

impacts its performance. Key characteristics of high-performing teams include a common

understanding, psychological safety, and prosocial purpose. Leaders should prioritize

getting to know their team members and creating an environment that supports these

elements to enhance team effectiveness and productivity. This approach is particularly

important in veteran support services, in which effective teamwork can significantly

improve the quality of care and assistance provided. Inclusive leadership involves

acknowledging and incorporating the unique experiences and perspectives of every team

member, which is beneficial in the diverse area of support services (J. Brown, 2019).

Similarly, creating cohesive teams is essential. Leaders should encourage individual skills

and foster collaboration, with an emphasis on understanding and addressing specific

needs (Harvey & Drolet, 2006).

Veteran support services face distinct challenges, such as managing diverse

veteran needs, which necessitates strong empathetic and inclusive leadership to foster

high-performing teams. Understanding different leadership styles and their impact on

team efficiency and dynamics is important for building high-performing teams in service

agencies. Leaders who can adapt their styles to fit different situations show an awareness

of their team’s needs and the demands of the moment, enhancing team performance and

creating a supportive environment (Knight, 2024). By applying these leadership

principles, organizations can develop teams that are productive, supportive, and

responsive to their members’ unique needs, leading to better outcomes and higher

satisfaction.

What remains unknown and understudied is how the principles of team culture

and inclusive leadership are specifically applied in veteran support services. Although

there is a general understanding of the importance of creating high-performing teams and

the benefits of inclusive leadership in diverse environments, the unique context of veteran

support services presents challenges that have not been fully explored. There is limited

research on how these principles can be tailored to address the specific needs and

experiences of veterans as well as the impact of Spears’s four servant leaderships

characteristics (listening, stewardship, building communities, and commitment to the

growth of people) on the dynamics and effectiveness of teams in this support service

agency. Moving forward, it is essential to examine strategies for enhancing team

cohesion and morale within support services.

Enhancing Team Cohesion and Morale

Enhancing team cohesion and morale is important for improving an

organization’s performance and well-being. Herrity (2023) defined team cohesiveness as

the ability of team members to collaborate toward shared goals while building trust and

strong relationships. She emphasized that cohesiveness enhances communication, helps

achieve organizational objectives, reduces the need for close supervision, and fosters a

positive work environment. Indicators of strong team cohesiveness include resolving

conflicts quickly, a solid sense of unity, personal responsibility, prioritizing the

organization’s goals, and high levels of trust among team members.

Improving team cohesion and morale greatly contributes to organizational success

by creating a supportive and collaborative work environment (Andrews, 2023). This is

achieved through leadership that emphasizes clear communication, inclusivity, and

empowering team members. Leadership is key to set the tone for team dynamics,

ensuring all members feel valued and heard, which boosts motivation and productivity.

Effective leaders encourage open discussions, diverse viewpoints, and provide clear

guidance, forming a cohesive team that can achieve shared goals and handle challenges

efficiently.

An important leadership strategy is promoting effective communication (Adham,

2023). This involves regular, open, and transparent dialogues using various channels and

active listening to ensure everyone feels informed and valued. Promptly addressing

conflicts and encouraging open discussions are also important techniques to maintain

harmony and cohesion. Leaders can manage disputes effectively and promote

cooperation by focusing on behaviors and solutions rather than personalities.

Creating a supportive team environment includes setting clear goals and

expectations, ensuring all team members understand their roles, and aligning efforts

toward common objectives. Efficient task distribution using project management tools

and regular performance monitoring with constructive feedback help keep the team on

track. Additionally, continual training and development, fostering a shared mindset, and

building confidence through coaching can significantly boost morale (Adham, 2023).

In veterans support service organizations, the strategies discussed are particularly

relevant. Team cohesion and morale are strengthened by trust and strong relationships,

necessary for team members who benefit from a supportive network (Herrity, 2023).

Leadership that fosters clear communication and inclusivity is important for addressing

the diverse needs of veterans (Andrews, 2023). Effective communication and conflict

resolution are crucial to maintain harmony and cohesion within teams (Adham, 2023). By

integrating these strategies, veterans support services can create high-performing teams

that are both productive and responsive to the unique needs of their members, ensuring

better outcomes and higher satisfaction. Implementing these strategies allows veteran

support leadership to develop a cohesive, motivated, and high-performing team dedicated

to their mission.

Leadership Theoretical Foundations

Effective leadership is pivotal in guiding teams and organizations, particularly in

specialized settings such as veteran support services. Leadership theories provide diverse

frameworks, each with distinct impacts in various contexts. Transactional leadership, as

defined by Bass (1990), uses structured rewards and penalties to motivate team members,

emphasizing order and efficiency. In contrast, behavioral leadership, as outlined by Blake

and Mouton (1985), focuses on specific leader behaviors and their interactions with

teams, balancing team welfare and task achievement. Transformational leadership,

described by Crowley (2011), seeks to inspire and motivate teams to surpass expectations

through the leader’s charisma and influence. Last, servant leadership, initially proposed

by Greenleaf (1970) and later expanded by Gandolfi and Stone (2018), prioritizes the

leader’s role in meeting the team’s needs first, fostering empathy and collaboration,

which is particularly effective in veteran support contexts.

Veteran support services face unique challenges that demand empathy,

collaboration, and strong team cohesion. According to Bass (1990), addressing

challenges like those faced by veteran support services requires strong leadership that

fosters empathy, collaboration, and team cohesion. Veteran support services often operate

in high-stress environments in which the well-being of both team members and those

they serve is paramount. Effective leadership in these settings is not only about managing

tasks but also about fostering an environment in which team members feel valued and

supported. This inclusive approach to leadership encourages a culture of trust and mutual

respect, which is essential for the success of veteran support services. In reviewing major

leadership theories, it is important to consider how different approaches to leadership,

which focus on clear expectations and accountability, play a role in maintaining

operational efficiency while still supporting the team’s overall mission.

Transactional Leadership

Transactional leadership, as outlined by Northouse (2022), operates on a system

of exchanges whereby leaders use rewards like recognition to motivate specific goal

achievements. Kuhnert and Lewis (1987) emphasized that this approach focuses on clear

roles, responsibilities, and strict rule adherence, ensuring stability and compliance. This

approach fosters a predictable environment, ensuring team members understand

expectations and the consequences of their actions.

Northouse (2022) outlined transactional leadership’s framework, and studies by

Kuhnert and Lewis (1987) and Reason (2024) provided insights into its limitations.

Reason critiqued this style for potentially stifling innovation and creativity because its

reward-punishment approach may prevent deeper relationships and a collaborative

culture from forming. By focusing on contingent rewards rather than teamwork, this

leadership style encourages employees to prioritize short-term gains instead of creative

problem-solving, which can harm relationships and erode trust.

In contrast, servant leadership, as defined by Greenleaf (1970), offers an

alternative that emphasizes empathy, listening, and community building. Although

transactional leadership promotes stability and compliance, it can also limit innovation

and creativity (Reason, 2024). Servant leadership, however, has been critiqued for

sometimes appearing less authoritative, which can make decision making more difficult

in traditional hierarchical structures.

This study addressed this gap by exploring how servant leadership can effectively

build high-performing teams in veteran support services, where both empathy and

structured support are important. The primary goal of this research was to explore how

directors or service coordinators of veteran support services use four fundamental servant

leadership characteristics—listening, stewardship, community building, and commitment

to personal growth—to improve team performance and service delivery. Despite its

limitations, transactional leadership is still prevalent and effective in certain situations,

such as aiding veterans in transitioning from military to civilian life. When discussing

behavioral leadership, it is important to examine how specific behaviors and actions of

leaders impact team dynamics and organizational success.

Behavioral Leadership

Behavioral leadership, as explained in Blake and Mouton’s (1985) managerial

grid, balances two main aspects: concern for individuals and focus on production. This

approach emphasizes nurturing team welfare, motivation, and satisfaction while also

prioritizing task completion and efficiency, aiming to strike a balance between employee

well-being and productivity. Leadership is important for building high-performing teams,

as it guides and motivates team members to work together effectively and achieve their

goals. Behavioral leadership seeks to find a balance between caring for the team and

driving productivity. It encourages a work environment in which team members feel

valued and motivated while also ensuring that tasks are completed efficiently. This

approach fosters a harmonious workplace where both employee well-being and

organizational objectives are achieved.

However, Yukl et al. (2002) highlighted that the behavioral leadership model can

sometimes cause leaders to lose focus on long-term strategic goals by becoming overly

concerned with either employee welfare or task completion. Leaders who prioritize

relations-oriented behavior may place too much emphasis on keeping employees

satisfied, which can lead to misalignment with strategic objectives. On the other hand,

leaders who focus heavily on task-oriented behavior may become too rigid in ensuring

efficiency and task completion, neglecting the overall mission of the organization. Both

of these extremes can undermine the achievement of long-term objectives. Furthermore,

Yukl et al. explained that this approach can be effective in certain situations but may not

work as well in others.

The exploration of these principles in veteran support services is limited. Yukl et

al. (2002) emphasized that to apply behavioral leadership successfully, it is important to

have a strong grasp of both individual and group dynamics. This understanding is

important for leaders to adapt their approach to meet the unique needs of their teams. By

mastering these dynamics, leaders can foster a culture that encourages growth and

collaboration. With this foundation in behavioral leadership, transformational leadership,

which presents another powerful approach to cultivating high-performing teams, is

discussed in the following section.

Transformational Leadership

The field of leadership studies encompasses various approaches, each aiming to

enhance organizational performance and employee development. One such approach,

transformational leadership, has been widely celebrated for its potential to significantly

impact organizations and their futures. Conceptualized by Burns (1978) and expanded by

Bass (1990), transformational leadership is characterized by motivating and inspiring

followers, often leading to exceeding expected performance and personal development.

Transformational leaders create a shared vision and foster strong emotional connections,

encouraging a focus on collective rather than individual goals.

Despite its successes, transformational leadership faces critiques, such as

neglecting individual needs for the group’s goals and overrelying on the leader’s

charisma (Bass & Steidlmeier, 1999). These challenges are particularly pertinent in the

context of veteran support services where individualized care is critical. Seminal works

by Burns (1978) and Bass (1990) have laid the groundwork for understanding

transformational leadership, and studies specific to enhancing organizational

performances highlight current best practices and their outcomes. However, Howell and

Shamir, (2005) noted potential issues, such as the potential to stifle critical thinking and

the neglect of individual needs. Understanding the limitations of transformational

leadership paves the way for exploring how servant leadership can address these gaps and

foster high-performing teams.

Servant Leadership

Servant leadership, as conceptualized by Greenleaf in 1977, transforms traditional

authority-based leadership into a service-oriented approach, prioritizing team needs. This

study explored how the characteristics of servant leadership can transform leadership

practices in veteran support services, focusing on the development of high-performing

teams. Veteran support services often face challenges such as high stress levels and a

need for cohesive team dynamics. Traditional leadership models may not sufficiently

address these challenges, necessitating a shift toward more empathetic and community-

oriented leadership styles.

Scholars, such as Spears (2010) and Blanchard and Johnson (1982), further

developed this model, applying it to practical and organizational contexts. Key

characteristics of a servant leader, as outlined by Van Dierendonck (2011) and Grant

(2013), include nurturing team well-being and unity, and anticipating challenges.

Building on the foundational work of Greenleaf (1977), Spears, and Blanchard and

Johnson, this study examined the practical applications of servant leadership

characteristics in organizational contexts, particularly in veteran support services.

Despite criticisms about its effectiveness in competitive environments by Barry

and Kunz (2014), proponents argue it enhances productivity through trust and

cooperation. Barry and Kunz argued that servant leadership may not be effective in

highly competitive environments.

This leadership style is especially relevant in settings where building community,

active listening, and fostering growth are important. According to Hazle et al. (2012),

even when veterans or their families manage to find available support services, they often

encounter providers who mean well but lack the understanding of the specific challenges

that military-affected individuals face. In addition to the core characteristics of this

leadership approach, it is important to understand how these principles can be effectively

integrated into various organizational settings, especially those that prioritize collective

well-being. By fostering an environment in which team members feel valued and

supported, leaders can address complex challenges with greater empathy and

effectiveness.

Theoretical Framework

Servant leadership is a leadership approach in which the leader’s main focus is on

serving others. Spears (2010) identified 10 essential characteristics of this style: listening,

empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship,

commitment to peoples’ growth, and building community. These characteristics form a

powerful foundation for effective leadership that values open communication, emotional

intelligence, visionary thinking, and collective responsibility. By contextualizing these

foundational ideas within veteran support services, this study offers a structured

exploration of how these concepts can be systematically applied to enhance

organizational outcomes, particularly in developing high-performing teams.

To effectively develop high-performing teams, it is important to understand how

leadership philosophies are applied in various contexts. By focusing on specific

characteristics, leaders can tailor their approach to meet the unique needs of their teams

and organizational goals. This targeted application of leadership principles can lead to

enhanced team dynamics and overall organizational success.

Although Spears’s (2010) identification of 10 characteristics is comprehensive,

there has been limited research on the application of these characteristics specifically in

the context of veteran support services. This study addressed the gap by exploring how

four specific servant leadership characteristics—listening, stewardship, building

community, and commitment to people’s growth—are used by directors or service

coordinators of veteran support services to develop high-performing teams. The objective

of this study was to explore the use of these four characteristics by directors of veteran

support services in their efforts to develop high-performing teams.

Listening

Listening is important for fostering respect, trust, and informed decision making

in veteran support services. It involves actively engaging with and valuing team

members’ ideas. Effective communication, particularly listening, is critical for authentic

and transformational leadership, which elevates both leaders and followers (Bass &

Avolio, 1993; Burns, 1978). In learning organizations, leaders encourage dialogue to

understand diverse viewpoints and build collective wisdom (Senge, 2006). Listening is a

critical component in developing high-performing teams because it fosters a culture of

psychological safety and mutual respect, which are essential for effective collaboration

and innovation. High-quality listening, characterized by attentiveness and empathy,

allows team members to feel valued and understood, reducing anxiety and defensiveness

(Itzchakov & Kluger, 2018). This environment encourages open communication, by

which individuals are more likely to share ideas and feedback constructively, leading to

enhanced team performance and organizational success.

Stewardship

Stewardship emphasizes group welfare over individual success, aligning with the

principles of servant leadership. This approach promotes collective achievements and

ethical power use, fostering a productive and committed organizational environment

(Block, 1993; Greenleaf & Spears, 2002). Directors or service coordinators of veteran

support services can leverage stewardship to create a culture in which team needs

outweigh personal goals, encouraging collaboration and trust.

In the broader context, stewardship plays an important role in the overall success

of organizations by cultivating an environment of trust and respect. This approach

ensures that employees feel valued and understood, leading to increased motivation and

engagement. Campbell (2019) underscored that stewardship involves genuinely listening

to team members’ needs and acting in their best interest rather than imposing

preconceived solutions. By serving their teams with the necessary support and resources,

leaders foster a culture in which individuals can thrive and perform optimally, ultimately

driving organizational success.

However, challenges in the field often arise when individual goals overshadow

collective welfare, undermining the principles of stewardship. Previous studies have

highlighted the positive impact of stewardship on team performance and organizational

success. Yet the application of stewardship within the context of veteran support services

remains underexplored. Existing research has predominantly focused on corporate

settings, leaving a gap in understanding how stewardship can be effectively implemented

in nonprofit and support-oriented environments.

This knowledge gap highlights the need for targeted research to explore the

practical application of stewardship in developing high-performing teams within veteran

support services. The objective of this study was to investigate how directors or service

coordinators of veteran support services can effectively use stewardship to foster an

environment that prioritizes team welfare, enhances collaboration, and builds trust. This

focus aimed to provide actionable insights for leaders to support their teams better and

drive organizational success through stewardship.

Building Community

Creating a sense of community is central to establishing cohesive and supportive

environments in veteran support services. In the broad scope of organizational

development, fostering a community enhances individual well-being and nurtures a

collective sense of belonging. The concept of servant leadership, introduced by Greenleaf

(1977), aligns well with this approach by emphasizing the importance of leaders who

serve their teams, thus promoting a nurturing and inclusive atmosphere. Empowering

individuals and cultivating a sense of belonging and purpose are foundational for

developing high-performing teams (Gardner, 1990; Wheatley, 1992).

However, the field faces several challenges. Many organizations struggle to build

genuine community bonds, which can lead to a lack of trust, poor communication, and

low personal investment among employees. These issues can significantly hinder team

performance and overall organizational success. The Indeed Editorial Team (2024) noted

that creating a community in the workplace helps form high-performing teams by

fostering a sense of belonging and trust among employees. When employees feel part of a

supportive community, they tend to collaborate better, communicate more efficiently, and

invest personally in the organization’s success. This feeling of belonging boosts their

engagement and motivation, leading to higher team performance and contributing to

organizational success.

Despite these insights, there are limitations in existing literature. Many studies

have not fully addressed how to implement community-building strategies effectively in

diverse and dynamic environments such as veteran support services. This knowledge gap

indicates a need for more targeted research on practical approaches to building

community in these specific settings. The primary objective of this research was to

explore how directors or service coordinators of veteran support services can use servant

leadership characteristics—listening, stewardship, building community, and commitment

to people’s growth—to develop high-performing teams. By focusing on these strategies,

the aim was to provide actionable insights that can enhance team cohesion and overall

organizational effectiveness.

Commitment to the Growth of People

The commitment to the growth of people is a cornerstone of servant leadership

and focuses on addressing the needs and promoting the development of team members.

Servant leaders prioritize their team’s well-being, valuing team interests above their own

and empowering members to achieve their fullest potential (Blanchard & Johnson, 1982;

Kouzes & Posner, 2022). According to Spears (2010), servant leaders recognize the

intrinsic value of each individual beyond their work contributions. By nurturing personal

and professional growth through actions such as providing development opportunities,

valuing employee input, and supporting career transitions, leaders can foster an

environment in which employees feel valued and motivated. This commitment enhances

employee satisfaction and loyalty, which in turn drives organizational success by creating

a dedicated and high-performing workforce. In veteran support services, this commitment

is important to cultivate a trust-based, collaborative environment.

The four servant leadership characteristics—listening, stewardship, building

community, and commitment to people’s growth—are important for effective leadership

because they promote ethical behavior, personal growth, and a sense of community.

These elements help create high-performing teams by ensuring that leaders focus not only

on achieving organizational goals but also on nurturing and empowering their team

members (Spears, 2010). Integrating key servant leadership characteristics enhances

leadership quality and helps develop cohesive, high-performing teams dedicated to

supporting the well-being and growth of their members. For directors in veteran support

services, it is particularly important to create high-performing teams by building trust,

fostering resilience, and ensuring that veterans receive the care and support they need to

thrive (Spears, 2010; USA Jobs, 2024). This approach is beneficial in veteran support

services where these leadership characteristics are important for directors or service

coordinators to effectively meet the unique needs of veterans. Spears’s (2010)

identification of 10 servant leadership characteristics provides a comprehensive

framework, and this study focused specifically on the four most relevant characteristics

for directors or service coordinators of veteran support services as they work to meet the

needs of their target audience.

Attributes of High Performing Teams

High-performing teams excel through effective collaboration, driven by three key

elements as identified by Melchar and Bosco (2010). First, employee engagement is

critical and results in team members showing high levels of dedication and enthusiasm.

Second, fostering an inclusive organizational culture ensures that every team member

feels valued and respected, creating a welcoming space for diverse ideas. Last, the

emphasis on teamwork and collaboration enhances communication, idea sharing, and

support among team members, fueling innovation and leading to remarkable

achievements.

In today’s competitive business landscape, the scope of leadership is broad,

encompassing various attributes essential for developing high-performing teams and

enhancing organizational success. Listening, stewardship, building community, and

commitment to people’s growth are fundamental aspects of effective leadership.

Listening fosters open communication and transparency, which are foundational for

building trust and accountability within the team (Gleeson, 2022). According to Blake

and Mouton (1985), stewardship involves leaders taking responsibility for the welfare of

their team members and the organization’s resources, promoting a culture of trust and

commitment. As noted by Spears (2010), building community enhances collaboration and

a sense of belonging, aligning team efforts toward common goals. Spears emphasized

that a commitment to people’s growth encourages continual professional development

and adaptability, ensuring that the team remains agile and capable of meeting evolving

challenges.

Despite the recognized importance of these leadership attributes, challenges

persist in the field. One significant challenge is the inconsistent application of these

principles among different organizations, resulting in varied team performance levels. In

veteran support services, this inconsistency can directly affect the quality of care and

support provided. Effectively applying leadership theories in this context is essential for

building teams that can consistently meet veterans’ unique needs. Moreover, although

many studies emphasize the advantages of individual leadership traits, there is a need for

comprehensive frameworks that combine these attributes to manage the complex

dynamics of today’s organizations.

The latest research on leadership shows that engaged employees, inclusive

cultures, and collaborative teamwork have positive impacts. Melchar and Bosco (2010)

emphasized these elements in their studies, but there are still gaps in understanding how

to systematically implement these practices to maximize team performance. Earlier work

often lacked practical guidelines for leaders to follow, resulting in theoretical models that

can be challenging to apply in real-world settings. Brewer (2021) acknowledged this by

advocating for actionable insights such as understanding emotional intelligence and

fostering group norms, which provide tangible steps leaders can take to build successful

teams.

This gap in practical application highlights the need for targeted research aimed at

developing actionable strategies for leaders. The objective of this study was to bridge this

knowledge gap by investigating how directors or service coordinators of veteran support

services use listening, stewardship, building community, and commitment to people’s

growth to cultivate high-performing teams. By focusing on these leadership

characteristics, this research aimed to provide a comprehensive framework that leaders

can implement to foster high performance and sustained organizational success.

Employee Engagement

Employee engagement, which is integral to the success of an organization, hinges

on employees’ enthusiasm, dedication, and commitment to their work. It is critical for

leadership in creating an empowering work environment because it leads to enhanced

organizational success. Engaged employees exhibit greater commitment to the company’s

goals and values, which translates into improved performance and productivity (Witt,

2023). This dedication creates a positive workplace where employees feel appreciated

and motivated, which in turn supports the organization’s overall success.

Research by Dean (2016), Trede (2023), and Giambatista et al. (2020) showed

that servant leadership, which focuses on the growth and well-being of team members,

significantly boosts engagement. This leadership style creates a supportive and

empowering work environment, promoting mutual respect and collaboration, which in

turn enhances employee engagement. These studies emphasized the effectiveness of

servant leadership to foster a highly motivated and engaged workforce.

Despite these findings, there are challenges in the field. In some cases, leadership

models may not fully emphasize the personal and professional growth of employees,

which can contribute to disengagement and reduced productivity. Furthermore, existing

literature has primarily focused on general leadership styles without delving deeply into

how specific characteristics of servant leadership contribute to high-performing teams.

This represents a limitation in earlier work because the nuanced impacts of servant

leadership’s components remain underexplored.

Given this gap, the target of the current study was to investigate how directors or

service coordinators of veteran support services use specific characteristics of servant

leadership—listening, stewardship, building community, and commitment to people’s

growth—to develop high-performing teams. By focusing on these characteristics, the

study aimed to provide a clearer understanding of their roles in fostering employee

engagement and organizational success.

Inclusive Organizational Culture

An inclusive organizational culture can be important for team success, especially

in remote work environments. Organizational culture includes various aspects, such as

values, beliefs, and behaviors, which shape the work environment and affect team

dynamics. E. Johnson (2020) emphasized the need for unity and shared purpose in these

settings in which physical distance can challenge cultural cohesion, making it essential to

ensure every team member feels valued and included. Fostering an inclusive culture in

remote settings can be more challenging because of the absence of face-to-face

interactions and the increased potential for miscommunication.

The role of leadership in cultivating a positive organizational culture has been

widely discussed. Giambatista et al. (2020) highlighted the role of servant leadership in

creating such a culture, focusing on individual growth and well-being to foster a

supportive and empowering environment. Similarly, Watkins (2013) discussed how

culture shapes behavior and promotes shared values, which are essential for fostering a

sense of belonging and motivation among employees. However, these earlier works often

overlooked the complexities of maintaining these cultural values in remote and hybrid

work environments.

Despite these insights, a gap remains in understanding how to effectively adapt

these cultural and leadership strategies to remote work settings. Although a strong

foundation exists, some challenges posed by physical separation and digital

communication remain less explored. This gap highlights the need for further research

and practical strategies to ensure that inclusive organizational culture can be sustained

and even thrive in remote work environments, thereby enhancing organizational success

through intentional leadership and community-building efforts.

Teamwork and Collaboration

Teamwork and collaboration are integral to leadership and organizational success

because they enable employees to work toward common goals, increase productivity, and

ensure sustained growth (Kaado, 2023). Downes et al. (2021) highlighted that conflict

within teams can greatly affect collaboration effectiveness and overall performance.

Irving’s (2005) study on servant leadership underscored the leader’s role in promoting

teamwork, and Giambatista et al. (2020) expanded on this, suggesting that servant

leadership also shapes the organizational culture for enhanced collaboration. Even though

teamwork and a collaborative culture are widely valued, fostering these elements

effectively remains a challenge for many organizations. Existing literature, such as the

work of Kaado (2023), emphasized that although leaders who prioritize and model

collaborative behaviors inspire a sense of community, drive innovation, and create a

resilient workforce, there remains a gap in understanding the specific practices that lead

to high-performing teams. There is a need for further exploration into how specific

leadership behaviors and organizational strategies can consistently support and enhance

team collaboration and performance.

Summary

Chapter II of this study presented a comprehensive review of the literature on

leadership in veteran support services with a specific focus on the characteristics of

servant leadership: listening, stewardship, building community, and commitment to

people’s growth. The chapter explored the evolution and current trends in veteran support

services, highlighting advancements such as telehealth and community-based services. It

identified challenges veterans face, particularly in transitioning to civilian life, and

discussed the essential role of leadership in addressing these challenges. The review also

delved into various leadership theories, emphasizing the impact of servant leadership on

creating high-performing teams. The chapter emphasized the need for effective

leadership to foster team cohesion, morale, and an inclusive culture in veteran support

services, aiming to bridge gaps in existing literature and provide actionable insights for

improving organizational effectiveness through servant leadership.

CHAPTER III: METHODOLOGY

This study examined how veteran support service directors view the impact of

four key servant leadership characteristics (listening, stewardship, building community,

and commitment to people’s growth) on team performance and the success of their

veteran support service organization. Every year, about 200,000 servicemembers face the

difficult shift from military to civilian life, dealing with issues, such as joblessness,

homelessness, mental health, and disabilities, that can greatly impact their well-being and

integration into civilian life (Sawyer, 2023). This study is part of a thematic dissertation

group at the University of Massachusetts Global, in which four researchers investigated

the same topic with different populations.

Purpose Statement

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 veteran

transition programs. A further purpose of this study was to identify what exemplary

veteran support service leaders believe are the most important strategies to develop a

high-performing team to support veteran transition programs.

Research Questions

Exploring the transformative power of servant leadership, this study delves into

the specific practices exemplary veteran support service leaders employ to foster high-

performing teams:

Central Research Question

How do exemplary directors or service coordinators in veteran support services

use listening, stewardship, building community, and commitment to people’s growth to

develop and maintain a high performing team?

Subquestions

1. How do exemplary directors or service coordinators in veteran support services

use the listening leadership characteristics to support a high-performing team?

2. How do exemplary directors or service coordinators in veteran support services

use the stewardship leadership characteristics to support a high-performing team?

3. How do exemplary directors or service coordinators in veteran support services

use the building community leadership characteristics to support a high-

performing team?

4. How do exemplary directors or service coordinators in veteran support services

use the commitment to people’s growth leadership characteristics to support a

high-performing team?

5. Which strategies do exemplary directors or service coordinators in veteran

support services identify as the most important strategies to develop a high-

performing team to support the organization’s success?

Research Design

This study examined leaders’ views on the effect of four servant leadership

characteristics (listening, stewardship, building community, and commitment to growth)

on team performance and organizational success. According to Patton (2015), qualitative

methods help researchers understand complex ideas by analyzing words instead of

numbers, which is consistent with McMillan and Schumacher’s (2010) guidelines for

clear, practical, and meaningful research that encourages more exploration into a topic.

There are many ways to do qualitative research. For this study, the thematic team

chose phenomenology because it was the best fit for the purpose. Phenomenology

focuses on understanding people’s real-life experiences, how they consciously process

these experiences, and interpreting the core meanings of these experiences (McMillan &

Schumacher, 2010). This study examined how top veteran support service directors or

service coordinators who have built successful teams view the importance of four servant

leadership characteristics to create strong teams that help their organizations succeed. By

learning how these leadership characteristics improve teamwork, service quality, and

veterans’ well-being, people can find better ways to support this community.

Semistructured interviews were the main method for gathering data, offering a balance

between guided conversations and the freedom for participants to share their views on

servant leadership and team growth. These discussions were audio-recorded and

accurately transcribed, ensuring a detailed analysis that adapted to new findings related to

the research questions.

Population

McMillan and Schumacher (2010) defined the population as a set of elements or

cases, including individuals, objects, or events, to which researchers broadly apply their

findings. The population for this study comprised directors or service coordinators of

veteran support services because they are at the forefront of implementing leadership

strategies that influence the development and success of high-performing teams within

their organizations. The population for this study was the 1,794 organizations supporting

veterans in California, led by approximately 3,588 directors, according to the California

Association of Veteran Service Agencies (n.d.) website.

Sampling Frame

McMillan and Schumacher (2010) defined a sampling frame as a specific

subgroup of individuals who fit the study’s criteria. Including all these directors in

California in the study was impractical because of geographical, accessibility, and

logistical challenges. San Diego County was selected for its 235 veteran support

organizations and roughly 470 directors or service coordinators, offering both a

significant sample and convenience for the researcher who lives in the county.

Sample

McMillan and Schumacher (2010) described a sample in qualitative research as

the group of participants from whom data are collected. Purposeful sampling, as they

explained, involves selecting individuals with specific traits relevant to the study. In this

research, a purposeful sampling strategy was used to select a diverse yet focused group of

directors or service coordinators who developed successful programs addressing critical

issues such as mental health, employment, and housing. Participants were recommended

by their peers, ensuring they were influential and respected for their work in supporting

veterans. The sample included leaders from various veteran support organizations

throughout San Diego County to capture a wide range of experiences and strategies. The

study specifically targeted exemplary veteran support service directors or service

coordinators in the San Diego Veterans Coalition, recognized for building high-

performing teams. To qualify, directors or service coordinators needed to meet at least

two of the following criteria:

• manage a center with at least 10 staff,

• have 1 to 3 years of experience at their current site, or

• possess at least 5 years of experience in the veteran support services field.

This study employed convenience sampling, which McMillan and Schumacher

(2010) described as selecting subjects based on ease of access. Residing in San Diego

County and having connections to veteran support agencies facilitated convenient access

to a diverse veteran population, leveraging local networks and resources. In addition,

snowball sampling was used, in which each participant recommended the next, allowing

the researcher to focus on individuals with specific traits by asking each participant to

suggest others who meet the defined criteria. Figure 1 provides a summary of the

population, sampling frame, and sample.

Figure 1

Summary of the Population, Sampling Frame, and Sample

Sample Selection Process

All the veteran support service directors or service coordinators chosen were from

various regions throughout San Diego County. To identify suitable directors or service

coordinators, the researcher first compiled a list of all veteran support service directors or

service coordinators within San Diego County. Using this list, the researcher then

contacted members of the San Diego Veterans Coalition to gather recommendations and

insights on which directors or service coordinators were known for their exceptional

team-building skills and high performance. This collaborative approach ensured that the

selected directors or service coordinators were well-regarded within the community and

had a proven track record.

The researcher compared these recommendations with performance utilization

rate metrics from the organizations’ annual reports, which track the number of veterans

using the organization’s services over a specific period. Because different types of

veteran support agencies provide varying services, the actual metrics differed based on

the agency’s focus. For example, a mental health support agency may measure the

number of counseling sessions provided, and an employment agency might track the

number of job placements. As Mauboussin (2012) explained, usage data, when properly

aligned with consistent and predictive metrics, can demonstrate success by showing

reliable outcomes and linking actions to results. This method ensured the sample included

individuals acknowledged for their leadership and measurable success in meeting their

organization’s goals.

The potential participants, contacted by email or phone at their office, met the

criteria by having developed successful programs addressing key issues, such as mental

health, employment, and housing. Often, calls were directed to their executive assistants

to arrange interview times. If a director or service coordinator agreed to participate, they

were informed that they would receive an informed consent form (see Appendix B).

Instrumentation

In this study, the researcher personally conducted all the interviews and examined

all the gathered materials. The interview questions were semistructured, open-ended, and

included follow-up prompts, allowing responses to range from simple lists to detailed

paragraphs or essays. Probe questions are designed to help the researcher gain a deeper

understanding of a topic without introducing bias (Patton, 2015). All questions were

aligned with the research objectives to enable participants to provide detailed responses

about their servant leadership behaviors and how these behaviors contribute to

developing high-performing teams for organizational success. The four thematic team

members worked together with expert faculty to create the interview protocol. The

process included drafting questions based on existing literature, gathering feedback from

expert faculty, field testing the questions, and then meeting with the faculty to finalize the

interview questions and the scripted protocol (see Appendix C).

Researcher as an Instrument of the Study

In qualitative research, the researcher plays a crucial role by directly interacting

with participants and the environment to gain a thorough understanding of the context

(Seidman, 2006). Patton (2015) noted that during fieldwork, researchers immerse

themselves in the study setting, observing firsthand and sometimes participating as a

participant observer. In this study, the researcher personally conducted all the participant

interviews and gathered all the data. Afterward, each participant was provided with the

interview transcript to verify the accuracy and intent of the information. The researcher is

a veteran with 27 years of military service and over 3 years of experience using veteran

support services. Additionally, the researcher has prior experience conducting interviews

as part of his military duties.

Interview Protocol

The interview protocol was developed to standardize the interviews. It started

with an introduction about the research and doctoral program, explaining the study’s

purpose. Participants were asked to acknowledge that they received and agreed to

informed consent and the Participant Bill of Rights. The interview questions,

standardized by the thematic team and focused on how Spears’s (2010) four

characteristics of servant leadership, were used in veteran support services. The thematic

team collaborated to develop and thoroughly evaluate the interview questions for this

study, ensuring they aligned with the research questions and definitions of variables. The

questions were checked by faculty and tested in the field as explained in the sections on

field test. In addition, the team created extra prompts and probes to elicit more specific

data.

Artifacts

The second type of data collected to enhance the study’s validity was artifacts.

McMillan and Schumacher (2010) defined artifacts as tangibles items that represent

people’s experiences, knowledge, action, and values. The researcher collected artifacts by

reviewing veteran support services’ websites and requesting relevant documents from

participants. These artifacts included vision and mission statements, communications

with stakeholders, and other material, demonstrating the application of Spears’s (2010)

four characteristics of servant leadership in creating high-performing teams for

organizational success.

Reliability/Validity

In qualitative research, it is important to use various methods to ensure the tools

are valid and the findings are reliable (Creswell & Creswell, 2018). McMillan and

Schumacher (2010) stated that the credibility of qualitative research can be established

through careful data analysis, addressing research bias, seeking peer feedback,

conducting external audits, and making field observations. The thematic team worked

together to develop and carefully review the interview questions, ensuring they were in

line with the research questions and the study’s goals.

Intercoder Reliability

Patton (2015) highlighted the importance of using multiple coders to ensure the

validity and reliability of pattern and theme analysis. To achieve high intercoder

reliability, the researcher engaged a fellow thematic researcher, who was also a doctoral

candidate, to review samples of the transcribed interview data. Both researchers

conducted separate analyses of the transcripts and then met multiple times via Zoom to

compare their findings. Adjustments were made as needed to improve the reliability of

the data analysis. Additionally, a peer thematic researcher analyzed 10% of the research

data and outlined the study’s themes, which helped achieve a high level of reliability. The

emerging themes from the research data are presented in Chapter IV.

To further ensure consistency, artificial intelligence (AI) was also used. The

Anthropic AI tool, a qualitative analysis software, was used to code data, making the

analysis process more efficient. This software imports, analyzes, explores, and identifies

connections within the research data. After using Anthropic AI tool, the researcher

examined the identified themes for veteran support service directors or service

coordinators, noting similarities and differences. Peer thematic researchers reviewed the

data and findings to ensure consistency, and the results were then organized into

frequency tables for analysis in Chapter IV. This process helped triangulate the data to

strengthen the research findings.

Field Test

To ensure the reliability of the interview questions, a field test was conducted

before engaging with the study participants. Roberts and Hyatt (2019) highlighted the

importance of field testing an instrument. Therefore, prior to interviewing the study

participants, a field test was carried out to ensure consistency among all researchers

involved in this thematic study. For this study, the semistructured scripted interview was

field-tested with one director and one observer in San Diego County who were not

included in the study.

Even though the director or service coordinator met the study’s sample criteria,

they were not included in the main study. Following the field test, the participant and the

observer were asked for feedback, including suggestions for changes to the questions.

This feedback from all four thematic students was analyzed to see whether any questions

needed modification, and based on the feedback, no modifications were made to the

questions. In addition, the researcher completed a self-reflection on the process. This

process ensured the researchers used the most reliable and consistent questions aligned

with the research objectives.

Data Collection

After Chapters I through III of the study were approved by the researcher’s

committee, the final step before data collection was to obtain approval from the

University of Massachusetts Global Institutional Review Board (IRB). The University of

Massachusetts Global IRB reviews all human subject projects and only approves those

that meet professional standards. Because the study involved interviewing professional

adults, it was classified as minimal risk by the University of Massachusetts Global IRB.

Upon receiving IRB approval, the researcher contacted the veteran support

service directors who were recommended by their peers as meeting the study criteria. The

study’s intent, purpose, benefits, and risks were explained. Each participant was provided

with a cover letter explaining how the collected information would be used along with the

informed consent form, the University of Massachusetts Global Participant Bill of Rights,

definitions of the study variables, and a copy of the interview questions.

Data were gathered through recorded virtual Zoom and in-person interviews

conducted in October and November 2024, and written transcripts were created for

accuracy. Reminder emails were sent to confirm interview times, and participants were

asked to set aside 30 to 40 min for their interview. Before the interview, each participant

received a link to a Google form to acknowledge receipt of the informed consent and

Participant Bill of Rights followed by a brief demographic survey. Participants were also

emailed the interview questions beforehand and asked to sign a consent letter allowing

the recording and documentation of their responses for later review.

Interview Process

Interviews were scheduled according to participant availability without following

a specific order. Once all participants had confirmed their appointments, an interview

schedule was created. The interview protocol began with an introduction that explained

the research, the doctoral program, and the purpose of the study. Participants were asked

to review and agree to the informed consent and were provided with the Bill of Rights

(see Appendix D). They were informed that the interview would be audio recorded to

assist with transcription. The researcher conducted data collection using a scripted

interview and recorded the participants’ responses from the sample population.

Introductory statements were given to ensure the smooth flow of the interview. The

researcher used probing questions to encourage detailed responses, enhancing the quality

of the data (McMillan & Schumacher, 2010).

In addition to audio recording, the researcher also took handwritten notes during

the interview. The interview language was standardized and predetermined by the

thematic team to ensure consistency among cases and to encourage constructive

responses (McMillan & Schumacher, 2010). The interview included questions

specifically for veteran support service directors or service coordinators, focusing on how

Spears’s (2010) four characteristics of servant leadership were applied to develop high-

performing teams in veteran support services. At the conclusion of the interview, the

researcher asked participants whether they had any relevant artifacts to share, provided

closing remarks, thanked them for their time and contributions, and reminded them that a

brief follow-up interview might be necessary for clarification of their responses.

Artifacts

To collect artifacts, the researcher requested that participants provide relevant

documents during and after the interviews. These artifacts included vision and mission

statements, communications with stakeholders, and other materials that highlighted the

significance of Spears’s (2010) four characteristics of servant leadership in building high-

performing teams. Participants were encouraged to share documents that highlighted their

leadership practices and organizational achievements, providing tangible evidence to

support the interview data.

Additionally, the researcher also checked the websites of the veteran support

services that the participants led to gather additional information. This review focused on

publicly available documents such as vision and mission statements, newsletters, and

other communications that reflected the organization’s values and leadership practices.

By combining these website artifacts with the documents provided by participants, the

researcher gathered a comprehensive set of materials that illustrated how servant

leadership principles were applied to achieve organizational success.

Data Analysis

The data coding process for this study was thorough. After the interviews, both

the researcher and participants reviewed the transcripts to ensure accuracy. The

researcher identified initial themes from the transcripts and then used a qualitative

analysis AI tool (Anthropic) to further analyze these themes. By comparing the results

from both methods, the researcher coded the data using Anthropic AI tool and Microsoft

Excel software. The use of both methods streamlined the final analysis by enabling quick

import, analysis, and exploration of the data, revealing connections that manual methods

might overlook. Microsoft Excel proved especially helpful for organizing and analyzing

nonnumerical or unstructured data, enabling efficient classification, sorting, and

exploration of data relationships.

The interviews and artifacts were carefully collected and analyzed. The interviews

were transcribed, coded, and organized into themes using frequency tables. An AI tool

was employed to analyze and code the artifacts, aiding in the identification and

examination of themes. This approach allowed cross-referencing the themes from the

interviews with information from the artifacts. The researcher then developed a coding

chart to display topics, themes, repetition, and similarities. The data were categorized by

themes and common threads related to each research question.

Limitations

A potential limitation of this study was the reliance on self-reported data, which

may have introduced biases or subjective interpretations of leadership effectiveness and

team performance.

Time

Ideally, research would benefit from unlimited time and resources, which,

according to Patton (2015), allows for more effective outcome collection. Before data

collection could start, approval from the University of Massachusetts Global IRB was

required. Data collection began only after receiving this approval. Each interview was

limited to 30 to 40 min. Although having more participants might have offered a broader

perspective, the collaborative efforts of the thematic team resulted in stronger emerging

themes.

Sample Size

The sample size for this thematic phenomenological study included nine

exemplary veteran support service directors or service coordinators selected for

interviews. The thematic team, consisting of four researchers, determined the sample size

through emails, cohort meetings, and discussions, taking into account the participants’

work schedules and availability as well as the need to collect adequate research data.

Creswell (2012) noted that a small sample size can provide valuable insights and help

reduce potential bias and influence from the researchers.

Geography

San Diego County has about 470 veteran support service directors or service

coordinators, as reported by the California Association of Veteran Service Agencies for

2023-2024. Interviewing nine of these directors or service coordinators represents

roughly 1.9% of the total, offering a small but potentially insightful glimpse into the

group’s overall perspectives and experiences. The interview scheduling and meetings

were arranged based on the proximity of the researcher, who resided in San Diego,

California.

Summary

Chapter III, the methodology section, outlined the approach used in this

phenomenological qualitative study. It explained how data were gathered to explore how

veteran support services directors or service coordinators built high-performance cultures

using Spears’s (2010) four characteristics of servant leadership. This chapter included the

purpose statement, research questions, data collection methods, and data analysis process.

Chapter IV offers a detailed review and discussion of the findings, and Chapter V

presents the key findings, conclusions, and implications drawn from the data analysis in

Chapter IV.

CHAPTER IV: RESEARCH, DATA COLLECTION, AND FINDINGS

This study examined how outstanding leaders in veteran support services use four

key servant leadership principles (listening, stewardship, building community, and

commitment to growth) to create high-performing teams that help veterans transition to

civilian life. The researcher used a phenomenological approach to understand these

leaders' experiences and methods. Specifically, the study focused on the lived experience

of veteran support service directors or service coordinators for each of Spears’s four

servant leadership characteristics and provided insight into how the characteristics are

applied in veteran support services and how the characteristics might influence the

development of high-performing teams. Chapter IV reiterates the purpose of the study,

research questions, research methods, population, study sample, and data collection

methods used in the study. These topics are followed by data analysis of the interview

questions and a detailed report of key findings. To provide context for this research, the

core purpose and questions that guided this study are provided.

Purpose Statement

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 veteran

transition programs. A further purpose of this study was to identify what exemplary

veteran support service leaders believe are the most important strategies to develop a

high-performing team to support veteran transition programs.

Research Questions

Exploring the transformative power of servant leadership, this study delves into

the specific practices exemplary veteran support service leaders employ to foster high-

performing teams:

Central Research Question

How do exemplary directors or service coordinators in veteran support services

use listening, stewardship, building community, and commitment to people’s growth to

develop and maintain a high performing team?

Subquestions

1. How do exemplary directors or service coordinators in veteran support services

use the listening leadership characteristics to support a high-performing team?

2. How do exemplary directors or service coordinators in veteran support services

use the stewardship leadership characteristics to support a high-performing team?

3. How do exemplary directors or service coordinators in veteran support services

use the building community leadership characteristics to support a high-

performing team?

4. How do exemplary directors or service coordinators in veteran support services

use the commitment to people’s growth leadership characteristics to support a

high-performing team?

5. Which strategies do exemplary directors or service coordinators in veteran

support services identify as the most important strategies to develop a high-

performing team to support the organization’s success?

Research Method and Data Collection Procedures

The team of four researchers selected a qualitative phenomenological research

design for this study to best describe and examine leaders’ use of four servant leadership

characteristics (listening, stewardship, building community, and commitment to the

growth of people) to develop high-performing teams to support the organization’s

success. The goal of this phenomenological study was to explore and describe veteran

support service directors or service coordinator’s perceived impact of the four servant

leadership characteristics developed by Spears (2010) on developing high-performing

teams. Given this type of study, in-depth, standardized, semistructured interviews were

conducted to explore the meaning or essence of a lived experience among nine veteran

support service directors or service coordinators. The interviews consisted of one-on-one

virtual interviews using Zoom with all nine veteran support service directors or service

coordinators and served as the primary data collection method for this study. In addition,

supplemental artifacts, such as mission and vision statement or meeting agendas that

illustrate the use of the four servant leadership characteristics, were collected from

veteran support services websites. Building on this methodological framework, an

examination of the specific population and sample selected for this study is presented in

the next section.

Data Collection and Participants

The qualitative, phenomenological research designed for this study involved in-

depth interviews using semistructured, open-ended questions. The team of four peer

researchers with the guidance of faculty experts created the scripted interview questions,

yielding five questions—two for each of the four servant leadership characteristics and

one additional question for a total of nine (see Appendix E). Before conducting the

interviews and collecting data, the researcher first submitted an application (see

Appendix F) to the University of Massachusetts Global University IRB. The IRB

reviews and approves all research involving human subjects and ensures the research is

conducted in accordance with all federal, institutional, and ethical guidelines. Once the

IRB approved the application, the researcher emailed the participants and scheduled the

Zoom interviews. Each participant was emailed the interview questions and definitions

(see Appendix E), informed consent (see Appendix B), and the Research Participant’s

Bill of Rights (see Appendix D). A scripted interview protocol (see Appendix G) was

used during the interviews, and the interviews were recorded and held remotely using the

Zoom platform. The interviews ranged from 30 to 45 min in length. The nine recorded

interviews were transcribed and sent to each director or service coordinator to check for

accuracy.

For increased validity and reliability, Patton (2015) highlighted the importance of

using multiple coders to ensure the validity and reliability of pattern and theme analysis.

To achieve high intercoder reliability, the researcher engaged a fellow thematic

researcher, who is also a doctoral candidate, to review samples of the transcribed

interview data. Both researchers conducted separate analyses of the transcripts and then

met multiple times via Zoom to compare their findings. Adjustments were made as

needed to improve the reliability of the data analysis. Additionally, a peer thematic

researcher analyzed 10% of the research data and outlined the study’s themes, which

helped achieve a high level of reliability.

Population

McMillan and Schumacher (2010) defined the population as a set of elements or

cases, including individuals, objects, or events, to which researchers broadly apply their

findings. The population for this study comprised directors or service coordinators of

veteran support services because they are at the forefront of implementing leadership

strategies that influence the development and success of high-performing teams within

their organizations. The population for this study was the 1,794 organizations supporting

veterans in California led by approximately 3,588 directors or service coordinators per

the California Association of Veteran Service Agencies (n.d.) website.

Sample Frame

McMillan and Schumacher (2010) defined a sampling frame as a specific

subgroup of individuals who fit the study’s criteria. Including all these directors or

service coordinators in California in the study was impractical because of geographical,

accessibility, and logistical challenges San Diego County was selected for its 235 veteran

support organizations and roughly 470 directors or service coordinators, offering both a

significant sample and convenience for the researcher who lives in the county.

Sample

McMillan and Schumacher (2010) described a sample in qualitative research as

the group of participants from whom data are collected. Purposeful sampling, as they

explained, involves selecting individuals with specific traits relevant to the study. In this

research, a purposeful sampling strategy was used to select a diverse yet focused group of

directors or service coordinators who developed successful programs addressing critical

issues such as mental health, employment, and housing. Participants were recommended

by their peers, ensuring they were influential and respected for their work in supporting

veterans. The sample included leaders from various veteran support organizations across

San Diego County to capture a wide range of experiences and strategies. The study

specifically targeted exemplary veteran support service directors or service coordinators

in the San Diego Veterans Coalition, recognized for building high-performing teams.

This study employed convenience sampling, which McMillan and Schumacher

(2010) described as selecting subjects based on ease of access. Residing in San Diego

County and having connections to veteran support agencies facilitated convenient access

to a diverse veteran population leveraging local networks and resources. Additionally,

snowball sampling was used, by which, according to McMillan and Schumacher (2010),

each participant recommends the next, allowing the research to focus on individuals with

specific traits by asking each participant to suggest others who meet the defined criteria.

Figure 1 (repeated here for ease of reference) provides a summary of the population,

sampling frame, and sample.

Figure 1

Population, Sampling Frame, and Sample

All the veteran support service directors or service coordinators chosen were from

various regions across San Diego County. To identify suitable directors or service

coordinators, the researcher first compiled a list of all veteran support service directors or

service coordinators within San Diego County. Using this list, the researcher then

contacted members of the San Diego Veterans Coalition to gather recommendations and

insights on which directors or service coordinators were known for their exceptional

team-building skills and high performance. This collaborative approach ensured that the

selected directors or service coordinators were well regarded in the community.

To qualify, directors or service coordinators needed to meet at least two of the

following criteria:

• manage a center with at least 10 staff,

• have 1 to 3 years of experience at their current site, or

• possess at least 5 years of experience in the veteran support services field.

Nine veteran support service directors or service coordinators participated in this

phenomenological study, and all nine of them met the sample criteria listed and reflected

in Table 1. The sample size of nine participants represented 1.9% of the target population

of 470 veteran support services directors and coordinators within San Diego County.

Demographic Data

Veteran support service directors and service coordinators in San Diego County

were selected as participants. Each participant was assigned a unique number to maintain

confidentiality. This numbering was based on the date each director or coordinator agreed

to participate. Consequently, demographic information is reported without linking to any

specific individual, support service, or location.

Table 1

Study Participant Criteria

Among the nine participants, there were four males and five females. Their

experience in the support services field varied, and years of service ranged from 9 to 23.

In terms of tenure in their current roles, participants had served as directors or

coordinators at their respective sites for 4 to 20 years. Table 2 provides a summary of the

demographic data for the nine veteran support service directors or coordinators involved

in the study.

Table 2

Demographic Data of Study Participants

Study

participant Gender

Military

service

Years in veteran support

service profession

Years at current

site

1 Male Yes 20 5

2 Female Yes 16 12

3 Male Yes 17 14

4 Male Yes 13 11

5 Female No 23 20

6 Female No 9 7

7 Female Yes 14 4

8 Male Yes 20 15

9 Female No 20 10

Criterion

Participant

1 2 3 4 5 6 7 8 9

The director or service coordinators has been

employed at a veteran support service center within

San Diego County with a minimum of 10 staff

members.

x x x x x x x x x

The director or service coordinator participant

possesses a minimum of 1 or 3 years of experience

at their current site.

x x x x x x x x x

The director or service coordinator has a minimum of 2

years of experience in the veteran support service

profession.

x x x x x x x x x

Following the presentation of demographic data of study participants, the next

section involves a detailed analysis of the collected data to uncover key themes and

patterns related to the application of servant leadership characteristics by veteran support

service directors or service coordinators in building high-performing teams.

Presentation and Analysis of Data

In this study, cross-interview analysis was used to organize and understand the

detailed findings (Patton, 2015). McMillan and Schumacher (2010) explained,

“Qualitative analysis is a relatively systematic process of coding, categorizing, and

interpreting data to provide explanations of a single phenomenon of interest” (p. 367).

Interviews were conducted and transcribed in Microsoft Word, and the transcripts were

then ready for qualitative analysis. The researcher used Anthropic, an AI tool, to

automatically code the transcriptions. Coding means looking closely at the data, breaking

them into smaller parts, and then assigning these parts specific codes or labels (McMillan

& Schumacher, 2010). The AI identified important themes and counted how often certain

themes appeared, providing a big-picture view of the data. After this automated coding,

manual coding was done in Microsoft Excel to double-check, refine, and add to the AI’s

findings. Excel also helped organize the themes more clearly and allowed a detailed

count of recurring themes. Responses were grouped by each interview question, making

it easier to identify codes and the main themes shared by the nine directors or

coordinators of veteran support services. Frequency tables were created to display these

themes clearly.

Additional items, such as mission and vision statements from websites and other

materials showing how the four servant leadership characteristics were used, were also

reviewed and coded. These materials were sorted by how they matched up with the

different themes or codes that came up in the interview responses. Once coding was done,

the data were arranged logically, and related themes were grouped together to improve

clarity. Finally, the content flow was reviewed to ensure it was well-organized, easy to

understand, and aligned with the research objectives.

Data by Research Question

Data were collected and analyzed from nine participants to obtain information on

their lived experiences in using the four servant leadership characteristics (listening,

stewardship, building community, and commitment to the growth of people) in

developing high-performing teams to what strategies they identified as most effective in

supporting the organization’s success. In addition, the researcher collected data through

semistructured, face-to-face virtual interviews that were recorded and then transcribed

using the Anthropic qualitative data analysis software program and Microsoft Excel.

Once the data were thoroughly checked for accuracy in the transcription, the researcher

reviewed and analyzed the data to determine themes. The researcher tallied identified

patterns in each of the responses in the data to determine the overall themes of the study.

A second researcher coded 10% of the data to ensure intercoder reliability. A total of 20

themes were identified as trends in the data collected. There were 414 instances in the

interviews and 124 instances in the artifacts, resulting in a total of 538 frequencies among

all interviews and artifacts combined. Each time a director or service coordinator

mentioned a theme, it was counted as part of the frequency counts.

The following sections discuss the findings from the qualitative data that were

coded into themes from the nine interviews with the veteran support service directors or

service coordinators. The participants’ responses to the interview questions are described

in detail and categorized in the following five research questions.

Research Subquestion 1

How do exemplary directors or service coordinators in veteran support services

use the listening leadership characteristics to support a high-performing team?

The data collected were grouped into four overarching themes based on the

responses from the veteran support service directors or service coordinators in the

interviews. The four themes that emerged related to the specific strategies veteran support

service directors or service coordinators identified as most effective when using listening

to support a high-performing team were (a) active/intentional listening,

(b) understanding/empathy, (c) building trust/respect, and (d) feedback/validation. Table

3 presents the frequency of each theme mentioned by participants along with counts from

interviews and artifacts.

Table 3

Research Question 1 Themes

Theme Interview count

Interview

frequency Artifact count Artifact frequency

Active/intentional

listening

9 36 9 9

Understanding/

empathy

8 30 9 9

Building

trust/respect

7 26 9 9

Feedback/validation 6 23 7 7

Active/Intentional Listening

Active and intentional listening emerged as the top theme with the highest

frequency for Research Question 1, mentioned 36 times in interviews and identified in

nine artifacts. All nine participating websites demonstrated active/intentional listening

through live chat features, social media contact forms (Instagram, Twitter, Facebook),

and comprehensive frequently asked questions sections addressing customer concerns. In

the interviews, all nine participants emphasized that listening requires deliberate mental

effort beyond just hearing words. They stressed that leaders must focus entirely on the

speaker, removing distractions and truly processing what is being said. Participant 1

notably distinguished that “hearing is mechanical, listening is mental,” highlighting how

intentional listening helps one understand true organizational needs. Participant 2

illustrated this through their approach of building trusted channels of communication:

“Sometimes it is just listening. There’s really nothing that we can add to it.” They

emphasized how different situations may require varying responses, but it all starts with

someone “sharing a concern, sharing a thought, sharing a need.”

Participant 3 expressed this by removing physical distractions like computer

screens during conversations and listening with specific intent to provide meaningful

feedback. Participant 4 strongly reinforced this concept: “People will tell you who they

are. They’ll tell you how they feel, what they’re thinking. If you listen to them.” They

emphasized that silence is valuable in allowing people to share their history and

experiences, which in turn helps leaders understand how to create value for team

members.

Participant 5 highlighted the fundamental connection between listening and team

building: “By listening and getting to know as much as possible, those on your team,

regardless of their title, makes them feel that they want to participate.” They emphasized

how this creates an environment of mutual respect that motivates team members to give

their best effort. Participant 6 illustrated active listening through asking follow-up

questions to better understand the veteran community, and Participant 7 emphasized

conducting genuine “buddy checks” to understand team members’ situations, explaining

that this involves taking the time to connect with individuals on a personal level, ensuring

they feel supported and valued, both in their work and personal lives.

Participant 8 reinforced this theme by highlighting the multifaceted nature of

listening, noting that it goes beyond just hearing words to include emotional intelligence

and nonverbal cues and understanding each individual’s historical context. They

emphasized how their nonprofit organization’s social workers use active listening as a

key tool to help people succeed and to provide support. Participant 9 exemplified this

through their practice of intentionally checking in with staff members about their day

when they first arrive, noting that understanding their current state of mind helps them

“listen with the ear of how they might already be feeling.” The leaders collectively

viewed active listening as essential for creating an environment in which team members

feel valued and understood, leading to better performance and engagement.

Understanding/Empathy

Understanding and empathy ranked as the second highest frequency for Research

Question 1, mentioned 30 times in interviews and identified in nine artifacts.

Understanding/empathy was visible in all nine websites through customer testimonials

highlighting successful problem solving. Eight out of the nine participants highlighted

how listening builds understanding and empathy within teams. This theme focused on

using listening to discover team members’ motivations, challenges, and needs. Participant

4 emphasized understanding people’s values and what motivates them, noting that when

people feel understood, “they will go out of their way to do an exceptional job.”

Participant 6, though not a veteran, employed listening to develop empathy for the

veteran community and better serve their needs.

Participant 3 emphasized the importance of active listening, noting that it is “more

than just hearing” and involves truly interpreting what someone is saying. They described

a practical approach of repeating back what was heard to ensure clear understanding:

“Let me say back to you what I think I heard you say to me.” This practice helps ensure

both parties are “on the same page.” Participant 7 brought a unique perspective from their

nonprofit background, emphasizing mindful listening and “holding space” for team

members. They stressed the importance of genuine interest in team members’ well-being

and involving them in problem-solving processes.

Participant 8 strongly emphasized the importance of showing genuine care for

team members both professionally and personally, describing how supporting individual

growth and success leads to more engaged and passionate employees. Participant 9

highlighted the importance of understanding diverse perspectives, noting that their small

but diverse staff requires careful attention to different backgrounds and experiences. They

emphasized how listening helps them distinguish between team members who are

uncomfortable with growth versus those who feel their potential is diminished by too

much change. Participant 5 reinforced this by highlighting how listening builds mutual

respect regardless of title, which encourages team members to “give it all they have.”

Participant 1 stressed that listening helps leaders understand “the true need behind the

need,” allowing them to address root causes rather than surface issues. This deeper

understanding enables leaders to better support their teams. The participants consistently

showed that empathetic listening creates stronger connections between leaders and team

members, leading to better alignment and improved performance.

Building Trust/Respect

Building trust and respect ranked as the third highest frequency that emerged for

Research Question 1, mentioned 26 times in interviews and identified in nine artifacts.

Building trust/respect was found throughout all nine websites via transparent terms of

service and detailed About Us pages with team information. Seven out of the nine

participants connected listening with building trust and respect in their teams. They

emphasized how attentive listening demonstrates value for team members’ input and

experiences. Participant 5 specifically highlighted that “mutual respect” developed

through listening motivates team members to participate fully and “give it all they have.”

Participant 1 directly linked listening to developing trust within the organization.

Participant 4 emphasized the fundamental nature of listening as a core leadership

attribute, explaining that “people will tell you who they are, they’ll tell you how they feel,

what they’re thinking, if you listen to them.” They noted that understanding team

members’ history and values through listening rather than relying on fear or pressure

tactics helps leaders create value in their people. They observed that when leaders truly

understand and listen to their team members, “they will go out of their way to do an

exceptional job.”

Participant 7 highlighted their mindful approach to listening, particularly in their

nonprofit organization that combines military and yoga principles. Participant 9

illustrated their trust-building approach through regular check-ins with staff, emphasizing

the importance of understanding when team members need support versus when they

need space to “chart their own course.” They noted that building trust requires

recognizing that team members’ capacity for growth and change can vary even on a daily

basis depending on their personal circumstances. Participant 6 emphasized how listening

helped build trust with veterans by showing genuine interest in their experiences and

ensuring they wouldn’t be taken advantage of. Participant 8 expressed this through their

approach of not just listening but actively trying to understand concerns and determining

why team members are sharing particular information, followed by asking what they

need and how they can be supported. This trust-building through listening created a

foundation for stronger team performance. The leaders consistently conveyed that when

team members feel heard and respected through attentive listening, they become more

engaged and committed to the team’s success. As Participant 4 noted, this approach helps

ensure people are matched to their true capabilities and motivated by more than just

compensation, leading to higher levels of engagement and performance.

Feedback/Validation

Six of the nine participants emphasized the importance of providing feedback and

validation through listening, mentioned 23 times in interviews and identified in seven

artifacts. Feedback/validation appeared in seven of the nine websites through documented

responses showing how customer input influenced improvements. They focused on

confirming understanding and including team members in solutions. Participant 3’s

practice of restating conversations in their own words—“Let me say back to you what I

think you said”—exemplified how leaders can validate understanding and show they’re

truly listening. Participant 1 illustrated this technique to ensure accurate understanding of

team members’ concerns.

Participant 7 emphasized including team members in problem resolution, ensuring

they feel heard and involved in solutions. Participant 9 exemplified this through their

practice of regularly asking team members “What can I do to support you?” but also

recognized that sometimes stepping back and allowing team members to find their own

solutions can provide a greater sense of job satisfaction. Participant 8 approached

validation through a unique lens, acknowledging that part of supporting team members

means celebrating their growth even when it leads them to new opportunities elsewhere:

“We don’t own these people, we’re just blessed enough to share some time with them.”

Participant 2 highlighted how different situations might require different responses after

listening, sometimes requiring compassion, other times requiring more direct feedback.

This theme showed how feedback and validation through listening helps ensure clear

communication and builds team members’ confidence that their input is valued and

understood.

Research Subquestion 2

How do exemplary directors or service coordinators in veteran support services

use the stewardship leadership characteristics to support a high-performing team?

The data collected were grouped into four overarching themes based on the

responses from the veteran support service directors or service coordinators in the

interviews. The four themes that emerged related to the specific strategies veteran support

service directors or service coordinators identify as most effective when using stewardship

to support a high-performing team were (a) trust/responsibility, (b) ownership/leading by

example, (c) mission/goal focus, and (d) resource management. Table 4 presents the

frequency of each theme mentioned by participants along with counts from interviews

and artifacts.

Table 4

Research Question 2 Themes

Theme Interview count

Interview

frequency Artifact count Artifact frequency

Trust/responsibility 7 31 9 9

Ownership/lead by

example

6 27 9 9

Resource

management

6 26 0 0

Mission/goal focus 6 21 9 9

Trust/Responsibility

Trust and responsibility for stewardship emerged as the top theme with the

highest frequency for Research Question 2, mentioned 31 times in interviews and

identified in nine artifacts. All nine websites demonstrated trust/responsibility through

transparent communication about their purpose and journey. Seven out of the nine

participants emphasized that trust and responsibility are foundational to effective

stewardship leadership. They highlighted how being trustworthy with resources and

maintaining professional responsibility create an environment in which teams can thrive.

Participant 1 emphasized that stewardship requires maintaining commitments and

following through because these builds trust with team members. Participant 2 conveyed

trust through delegation noting, “I focus on bringing the right people around me” and

trust these team members to handle concerns and issues, only escalating matters when

necessary. Participant 4 strongly emphasized that stewardship equals responsibility,

particularly in managing people’s trust and being accountable for resources. Participant 6

illustrated how they built trust through deep listening and understanding, particularly with

veteran team members: “I like to learn from those who are working for me, especially

when it comes to the veteran community.” Participant 7 viewed stewardship through the

lens of service to others and being responsible for cultivating future leaders. Participant 8

demonstrated trust-building through open communication and responsiveness to

employee needs, particularly highlighting how being approachable and trustworthy

allowed an employee to discuss their resignation and ultimately stay with the

organization. Participant 9 emphasized transparency and authenticity as key elements of

building trust, integrating organizational values of courage, honor, respect, and

compassion into their leadership approach. They stressed the importance of making

decisions that honor both the team and the broader community.

The theme of trust emerged as particularly crucial in veteran support contexts in

which leaders must be trusted with both personnel and resources. This was especially

evident in Participant 4’s perspective about being “a good steward of people’s trust” and

maintaining high ethical standards. Participant 6 reinforced this point through their

approach to veteran team members: “They want to make sure that they’re being treated

right and they’re going to be treated right, not take advantage of.” Leaders who

demonstrated strong trust and responsibility characteristics tended to have teams that

were more engaged and committed to their work, as noted particularly by Participants 1

and 4 in their examples of team transformation.

Ownership/Leading by Example

Ownership and leading by example emerged as the second highest frequency for

Research Question 2, mentioned 27 times in interviews and identified in nine artifacts.

Ownership and leading by example were found on the websites through leadership

profiles and project success stories emphasizing hands-on involvement. Six of the nine

participants highlighted the importance of demonstrating commitment through actions

rather than just words. Participant 1 strongly emphasized that stewardship is another

word for ownership, stating that leaders must show 110% commitment to inspire the

same from their teams. Participant 4 provided a compelling example of “quiet

persuasion” through leading by example, describing how they transformed a medical

clinic’s performance by personally engaging in cleaning and maintenance tasks.

Participant 6 emphasized the importance of being able to perform the same tasks as team

members to build trust and credibility. Participant 7 illustrated ownership through

mindful leadership, actively creating space for team members and ensuring genuine

engagement in their wellbeing through regular check-ins and inclusive problem-solving

approaches. Participant 8 conveyed ownership by taking direct action to help employees

in need, such as providing transportation assistance and other resources to a new

employee who had lost everything in a hurricane, showing that leadership involves taking

responsibility for team members’ well-being beyond work duties. Participant 9

exemplified ownership through their approach to persuasion rather than control,

emphasizing the importance of helping team members take ownership of their ideas and

actions. They noted, “When you are successful in persuasion, you help the person think

that it was their own idea, they become accountable for their own idea and their own

actions.”

The participants consistently showed that when leaders take ownership and

demonstrate their commitment through actions, it creates a powerful ripple effect

throughout the organization. This was particularly evident in Participant 4’s story about

transforming clinic operations through personal example, and in Participant 7’s approach

to mindful leadership and inclusive problem-solving. Leaders who demonstrated strong

ownership characteristics and led by example reported higher team engagement and

better overall performance outcomes.

Resource Management

Resource management emerged as the third highest frequency for Research

Question 2, mentioned 26 times in interviews. This theme was not seen in artifacts. Six of

the nine participants emphasized the importance of maximizing available resources for

optimal team performance. Participant 2 provided specific examples of careful financial

management, noting how they managed to use their entire budget effectively and meet all

program needs. Participant 3 emphasized the importance of leveraging whatever

resources are given to achieve both effectiveness and efficiency. Participant 4, running a

nonprofit, highlighted the importance of being a good steward of donors’ money.

Participant 5 emphasized that effective resource management starts with a clear focus on

the organization’s mission, stressing the importance of involving all team members

regardless of their position to ensure the best collective thinking. They illustrated this

through their work in a school district where the mission of finding the best people to

help students reach their potential guided resource allocation decisions. Participant 8

expressed innovative resource management by finding ways to provide competitive

compensation and benefits in a nonprofit environment, challenging the traditional notion

that nonprofit work should come with lower pay. They emphasized the importance of

balancing individual needs with organizational sustainability, finding creative ways to

support employees through customized benefits packages and professional development

opportunities while maintaining fiscal responsibility. Participant 9 approached resource

management through a values-based lens, emphasizing the importance of making

decisions that align with organizational values while maintaining transparency in all

resource-related decisions.

The participants consistently showed that effective resource management requires

both careful planning and flexible adaptation to changing circumstances. This was

particularly evident in Participant 2’s description of managing contract resources and

program priorities and in Participant 5’s approach to securing resources through strategic

alignment with organizational goals, as demonstrated in their success in expanding

professional development initiatives by connecting it to the superintendent’s broader

objectives. Leaders who demonstrated strong resource management capabilities reported

better program outcomes and more sustainable long-term results.

Mission/Goal Focus

Six of the nine participants emphasized the importance of clear purpose and

alignment with organizational objectives, mentioned 21 times in interviews and identified

in nine artifacts. Mission/goal focus was evident in prominent mission and vision

statements on all websites. Participant 5 explicitly emphasized the importance of

constantly looking at the mission and ensuring everyone understands why their work is

important. Participant 2 focused on supporting government needs and prioritizing events

based on mission requirements. Participant 3 approached mission focus through the lens

of effectiveness first, then efficiency, ensuring that programs like transition assistance

program achieve their intended purposes. Participant 7 viewed mission focus through the

lens of service and leadership development, emphasizing that the work is not about

individual needs but about supporting the team and organization’s future leaders. They

stressed the importance of helping staff not only be successful but also feel successful,

highlighting the human element of mission achievement. Participant 8 emphasized

aligning the organizational mission with individual growth, supporting employees’

professional development goals while maintaining the nonprofit’s core purpose of serving

the community. Participant 9 integrated mission focus with organizational values, using

core values of courage, honor, respect, and compassion as guideposts for decision making

and problem solving. They emphasized the importance of relating all actions to these

values while maintaining a focus on strategic growth and community impact.

The participants showed that when teams clearly understand their mission and

goals, they’re more likely to perform at high levels. This was particularly evident in

Participant 5’s approach to connecting individual roles to larger organizational missions

and Participant 7’s focus on cultivating future leaders while maintaining organizational

effectiveness. Leaders who maintained strong mission and goal focus reported better

team alignment and more consistent achievement of objectives.

Research Subquestion 3

How do exemplary directors or service coordinators in veteran support services

use the building community leadership characteristics to support a high-performing

team?

The data collected were grouped into four overarching themes based on the

responses from the veteran support service directors or service coordinators in the

interviews. The four themes that emerged related to the specific strategies veteran support

service directors or service coordinators identify as most effective when using building

community to support a high-performing team were (a) building community,

(b) support/connection, (c) building cohesive teams, and (d) providing

leadership/mentorship. Table 5 presents the frequency of each theme mentioned by

participants along with counts from interviews and artifacts.

Table 5

Research Question 3 Themes

Theme Interview count

Interview

frequency Artifact count Artifact frequency

Building

community

9 46 7 7

Support/connection 8 40 9 9

Building cohesive

teams

7 32 9 9

Providing

leadership/

mentorship

6 24 5 5

Building Community

Building community emerged as the top theme with the highest frequency for

Research Question 3, mentioned 46 times in interviews and identified in seven artifacts.

Building community was highlighted on seven websites, and event calendars featured

upcoming activities, workshops, and social gatherings as well as member spotlights that

shared success stories to inspire connection. All nine participants mentioned community

building as vital for organizational success. Participant 1 emphasized creating an

inclusive environment, particularly in their veteran-focused organization, ensuring that

even team members without military backgrounds feel valued and integrated into the

community. They stressed the importance of active listening and processing everyone’s

input to build a strong foundation.

Participant 4 strongly emphasized community organizing, citing African proverbs

about collective progress and implementing business models that may become national

standards. Participant 3 viewed community as a resource network by which members can

leverage each other’s expertise. Participant 5 builds community through inclusive weekly

staff meetings during which everyone, regardless of title, participates in open discussions

about goals and challenges. They demonstrate commitment to the team by personally

helping with tasks at any level, creating an environment where everyone feels invested in

the organization’s success.

Participant 6 adapts to younger generations by implementing group chats to

maintain connection across distances. Participant 2 builds community through national

teleconferences and service projects, such as building a deck for a disabled veteran.

Participant 7, despite managing a virtual organization across multiple time zones, fosters

community through weekly staff meetings, regular one-on-one meetings, and organizing

in-person gatherings when possible to combat isolation in the virtual nonprofit space.

Participant 8 actively promotes community engagement both internally and

externally. They implement various team-building activities including weekly staff

meetings, quarterly social lunches, and a “Values in Practice” award program by which

employees recognize colleagues who embody core values. They organize annual

stakeholder meetings, volunteer appreciation lunches at their home, and facilitate team

member involvement in local organizations, from parent teacher association leadership to

Navy League chapter presidency, fostering a deeper sense of community both within and

outside the organization. They also support employee engagement in community events,

boards, and commissions, believing that external community involvement strengthens

internal bonds.

Participant 9 emphasizes the fundamental importance of community building

through structured yet personal weekly staff meetings held on Tuesdays. They begin

these meetings by encouraging staff to share personal weekend experiences, creating an

environment where team members can discuss both professional and personal matters.

This approach helps foster genuine connections and mutual support, particularly during

challenging times, such as when team members face personal difficulties like household

emergencies.

Support/Connection

Support and connection ranked as the second highest frequency that emerged for

Research Question 3, mentioned 40 times in interviews and identified in nine artifacts.

Support/connection was evident on all websites through help desks with searchable

frequently asked questions and contact forms that used drop-down menus to route

inquiries to specific departments or team members. Eight of the nine participants

mentioned that leaders must prioritize fostering meaningful connections and support

systems. Participant 1 ensures all team members, especially nonveterans, feel valued and

heard. Participant 2 establishes support through team leads who mentor rather than

supervise.

Participant 3 emphasizes both micro- and macro team dynamics, focusing on

helping team members leverage each other’s strengths. They promote a community-based

approach through which team members understand that they do not need to have all the

answers individually because the community collectively holds the solutions. They

encourage resourcefulness by helping team members build networks they can rely on for

support and guidance.

Participant 4 identifies as a community organizer, drawing inspiration from

African proverbs such as “If you want to go fast, go by yourself. If you want to go far, go

together.” They actively work to foster community through their organization and as an

officer in a county wide veteran coalition, which connects over 160 organizations. Their

approach emphasizes leading by example and demonstrating good community behavior

through actions rather than words.

Participant 6 implements innovative solutions to maintain team connectivity,

particularly for geographically dispersed teams. They have adopted group chat

technologies suggested by younger team members to keep part-time advisors connected,

sharing updates and maintaining team cohesion through informal digital interactions like

sharing pictures and using emoji responses. Participant 7 combats isolation in virtual

settings by facilitating cross-team collaboration and organizing in-person gatherings

when possible. Participant 8 implements innovative connection-building initiatives such

as the “Values in Practice” awards program, by which employees recognize colleagues

who best embody core values, and organizes team gatherings such as housing out-of-

town team members together during annual meetings to strengthen relationships and

foster deeper connections.

Participant 9 emphasized the importance of bringing compassion to the

workplace, recognizing that although everyone is working toward common goals, they

are also dealing with personal challenges. They maintain connections by following up on

personal matters discussed during team meetings, demonstrating genuine care for team

members’ well-being beyond their professional roles.

Building Cohesive Teams

Building cohesive teams emerged as the third highest frequency for Research

Question 3, mentioned 32 times in interviews and identified in nine artifacts. All nine

websites demonstrated building cohesive teams through staff directories and

organizational charts. Seven of the nine participants emphasized building cohesive teams

through deliberate organization and communication. Participant 1 manages a

predominantly veteran team (19 members) and ensures nonveteran members feel valued.

Participant 2 structures 100 transition assistants into 10 teams with hand-picked

leads, fostering mentorship and support. Participant 3 focuses on leveraging team

members’ strengths and encouraging collaboration. Participant 4 emphasizes the power

of community building, drawing on African proverbs such as “If you want to go fast, go

by yourself. If you want to go far, go together” to guide their leadership approach. As an

officer in a countywide veterans coalition, they work to integrate services across 160

organizations, fostering collaboration rather than siloed work.

Participant 5 demonstrates team building through inclusive weekly meetings

during which all staff members, regardless of title, contribute openly in a safe

environment. They lead by example, willing to help with any task from stuffing boxes to

assembling pamphlets, ensuring every team member feels valued and invested in their

shared goals. Participant 8 implements structured weekly staff meetings and quarterly

social lunches to bridge gaps between different departments, particularly between

programs people and fundraisers, ensuring productive collaboration while maintaining

work efficiency.

Participant 9 deliberately uses inclusive language, preferring the term team over

staff to emphasize unity, particularly when communicating with both full-time employees

and independent contractors. They ensure that all team members, regardless of their

employment status, feel equally valued and included in the organization’s

communications and updates.

Providing Leadership/Mentorship

Six of the nine participants emphasized the importance of providing leadership

and mentorship; mentioned 24 times in interviews. This theme was identified in five

artifacts. Providing leadership/mentorship appeared on five websites through professional

development sections and training programs. The emphasis was on leading by example

and developing others. Participant 4 stressed that actions speak louder than words in

leadership, noting that people observe behavior more than listen to words. Participant 5

demonstrates servant leadership by actively participating in team tasks and creating an

environment in which all contributions are valued. Participant 2 focuses on developing

team leads as mentors rather than supervisors. Participant 1 highlights how strong

leadership foundations help teams weather challenges, even during leadership changes.

Participant 8 demonstrates leadership through creating structured opportunities for team

development and recognition and also models community engagement through their own

participation in various boards and commissions, which shows how personal involvement

can inspire team growth and development.

Participant 9 exemplifies leadership through creating an inclusive environment in

which all voices are welcomed and valued. They demonstrate this by consistently

providing platforms for team members to share their thoughts and experiences, ensuring

that everyone feels heard and supported while fostering a culture of mutual care and

understanding.

Research Subquestion 4

How do exemplary directors or service coordinators in veteran support services

use the commitment to people’s growth leadership characteristics to support a high-

performing team?

The data collected were grouped into four overarching themes based on the

responses from the veteran support service directors or service coordinators in the

interviews. The four themes that emerged related to the specific strategies veteran support

service directors or service coordinators identify as most effective when using commitment

to the growth of people to support a high-performing team were (a) ongoing

training/learning, (b) fostering leadership/growth, (c) demonstrating

support/commitment, and (d) provide for personal development/individual needs. Table 6

presents the frequency of each theme mentioned by participants along with counts from

interviews and artifacts.

Table 6

Research Question 4 Themes

Theme Interview count

Interview

frequency Artifact count Artifact frequency

Ongoing

training/learning

7 24 5 5

Fostering

leadership/

growth

7 23 3 3

Demonstrating

support/

commitment

7 22 2 2

Providing for

personal

development/

individual needs

6 21 3 3

Ongoing Training/Learning

Ongoing training/learning emerged as the top theme with the highest frequency

for Research Question 4, mentioned 24 times in interviews and identified in five artifacts.

Ongoing training/learning were highlighted on five of the nine websites, often through

pages focused on professional development or career paths. Seven of nine participants

emphasized that training and learning is an important component to supporting high-

performing teams. Participant 1 highlighted how proper tools, coaching, and education

are essential for addressing problems before they become systemic issues. Participant 2

expresses a structured approach through VA teleconferences, regular document

maintenance, and accuracy reviews every 90 days to ensure quality information

dissemination. Participant 3 employs a coaching style that helps team members discover

personalized solutions. Participant 6 actively creates learning opportunities by providing

additional hours for instructing and advising, and Participant 7 has established

partnerships with organizations such as Psych Armor to provide comprehensive training

resources. Participant 8 illustrates commitment to training through dedicated budget

allocation for employee development and encourages knowledge sharing by having team

members report back on seminars attended, sharing benefits and networking gains with

the team. Similarly, Participant 9 illustrates commitment to training through providing

specialized opportunities such as VA trauma-informed training and suicide prevention

training offered twice yearly for staff members, ensuring the team maintains current

knowledge in critical areas.

Fostering Leadership/Growth

Fostering leadership and growth ranked as the second highest frequency that

emerged for Research Question 4, mentioned 23 times in interviews and identified in

three artifacts. This theme was evident on three websites, which highlighted opportunities

for career advancement and leadership roles. Seven of nine participants highlighted that

development and growth opportunities are fundamental to team success. Participant 1

emphasized the importance of having the right people in the right positions across all

leadership levels, demonstrating how proper position management impacts organizational

success. Participant 4 takes a unique approach by empowering team members through

recognition and delegating authority, even positioning subordinates as decision-makers.

Participant 5 actively identifies potential in team members and guides them toward career

advancement opportunities. Participant 6 focuses on succession planning by providing

leadership development opportunities to promising team members, and Participant 7

implements professional growth initiatives to prepare team members for future career

opportunities. Participant 8 actively supports professional growth by funding educational

opportunities, including master’s degree programs, and investing in specialized

certifications such as the personal financial counselor certification for social workers.

Participant 9 also supports this theme by actively encouraging professional development

opportunities and working with team members to explore different growth possibilities

beyond standard programs.

Demonstrating Support/Commitment

Demonstrating support and commitment ranked as the third highest frequency that

emerged for Research Question 4, mentioned 22 times in interviews and identified in two

artifacts. This theme was evident on two websites featuring employee testimonials that

highlighted the organization’s commitment to its teams. Seven of the nine participants

emphasized that support and commitment manifests through active engagement and

provision. Participant 2 ensures comprehensive resource availability through maintained

documentation and information systems. Participant 3 conveys commitment through an

open-door policy and active engagement with team members across all levels,

emphasizing that “commitment is action.” Participant 4 focuses on recognition as a form

of support, ensuring team members receive credit for their contributions. Participant 5

illustrates personal investment in team members’ growth through direct assistance,

including offering assistance in finding tuition support. Participant 6 conveys

commitment by actively supporting individual career goals and creating opportunities for

team members to pursue their interests. Participant 8 expresses support through flexible

scheduling accommodations for educational pursuits and providing time for professional

development activities, demonstrating a practical commitment to team member growth.

Building on this, Participant 9 illustrates tangible support through dedicating $500 per

person annually toward professional development and demonstrates flexibility in

accommodating additional opportunities, such as funding a staff member’s attendance at

a two-day conference in San Diego.

Providing for Personal Development/Individual Needs

Six of the nine participants stressed the importance of providing for personal

development and individual needs, mentioned 21 times in interviews and identified in

three artifacts. Providing for personal development/individual needs was featured on

three websites through career planning tools. Participant 2 creates opportunities for team

members to pursue specialized training based on their interests and strengths. Participant

5 takes time to identify individual potential and create personalized development plans,

as demonstrated in the story about helping team members transition into teaching careers.

Participant 6 shows flexibility in accommodating different development needs, from

creating opportunities for newer team members to supporting continued learning for

experienced staff. Participant 7 emphasizes the importance of providing customized

professional development opportunities that team members can leverage throughout their

careers, recognizing that their current role may be part of a larger career journey.

Participant 8 expresses commitment to individual development through dedicated

funding for personal and professional growth initiatives, allowing team members to

pursue educational events and networking opportunities that align with their personal

career goals. Similarly, Participant 9 emphasizes the importance of supporting individual

initiative, encouraging staff to bring forward professional development opportunities they

discover and working to accommodate these personalized growth opportunities when

possible.

Research Subquestion 5

Which strategies do exemplary directors or service coordinators in veteran

support services identify as the most important strategies to develop a high-performing

team to support the organization’s success?

The data collected were grouped into four overarching themes based on the

responses from the veteran support service directors or service coordinators in the

interviews. The themes identified for this research question were also seen in the first four

research questions, though not always the ones with the highest frequency there. The four

themes that emerged related to the specific strategies veteran support service directors or

service coordinators identify as the most effective strategy to support a high-performing

team were (a) leadership development/training, (b) goal setting/mission focus, (c) team

development, and (d) growth mindset/development. Table 7 presents the frequency of

each theme mentioned by participants along with counts from interviews and artifacts.

Table 7

Research Question 5 Themes

Theme Interview count

Interview

frequency Artifact count Artifact frequency

Leadership

development/

training

6 25 2 2

Goal setting/

mission focus

6 22 9 9

Team development 6 20 2 2

Growth mindset/

development

6 19 7 7

100

Leadership Development/Training

Leadership development/training emerged as the top theme with the highest

frequency for Research Question 5, mentioned 25 times in interviews and identified in

two artifacts. It was prominently featured on two sites through executive programs and

workshops designed to enhance leadership skills and team effectiveness. This theme also

connects to Research Question 4, which focused on commitment to people’s growth. The

research revealed that leaders prioritized continual training and learning opportunities.

Participants highlighted the importance of providing proper tools, coaching, and

education to ensure team success. This commitment was evident through initiatives such

as VA teleconferences, specialized training programs, and allocating budgets specifically

for employee development. Six of the nine participants emphasized the importance of

continual learning and skill building. Participants consistently highlighted that effective

training goes beyond formal instruction to include mentorship, hands-on experience, and

creating opportunities for growth. This theme particularly resonates in veteran support

services, in which leaders must help team members transition their military experience

into civilian leadership roles.

Several participants emphasized that training should be intentional and ongoing.

Participant 4 was particularly passionate about this, stating, “you must train your people”

and compared team development to growing a garden that needs constant nurturing.

Participant 3 introduced an interesting perspective about leadership development, arguing

that leaders can both be “born and made,” suggesting a balanced approach to identifying

and developing leadership potential. Participant 1 focused on establishing proper training

101

foundations and education levels, and Participant 6 advocated for allowing team members

to incorporate their expertise into standardized training programs.

Participant 8 brought valuable insight from formal leadership education, sharing

experience with the Ken Blanchard Institute and University of San Diego’s Master of

Science in Executive Leadership program. They emphasized how understanding

personality profiles and self-awareness are fundamental to leadership development,

stating that learning these different servant leadership skills “wasn’t new to me. I felt it

was normal, and it made sense.”

Participant 7 emphasized the importance of turning challenges into teaching

moments, demonstrating how everyday situations can become training opportunities.

This theme’s prevalence among participants suggests that veteran support service leaders

view continual development as crucial for building high-performing teams. The emphasis

on training reflects a commitment to not just maintaining but continually improving team

capabilities through structured development programs and informal learning

opportunities.

Goal Setting/Mission Focus

Goal setting/mission focus ranked as the second highest frequency that emerged

for Research Question 5, mentioned 22 times in interviews and identified in nine

artifacts. It was consistently highlighted across all nine sites through About Us pages and

vision statements, emphasizing the importance of purpose and alignment. This theme

relates to Research Question 2, which focused on stewardship leadership characteristics.

The researcher found that six of nine participants stressed the importance of having a

clear purpose and aligning with organizational objectives, ensuring that everyone

102

understands the significance of their work. Leaders who maintained a strong mission

focus reported improved team alignment and more consistent achievement of objectives,

particularly when they connected individual roles to the organization’s larger mission.

Six out of the nine participants consistently identified goal setting/mission focus as a

fundamental strategy for developing high-performing teams. Participants emphasized that

clear objectives provide direction and purpose, which is particularly important in veteran

support services where the mission directly impacts veterans’ lives.

The theme encompasses both strategic planning and tactical execution with an

emphasis on ensuring all team members understand and align with organizational goals.

Participant 1 strongly emphasized this theme, stating that “strategy number one is

identifying whatever your mission is,” and stressing the importance of knowing both the

starting point and destination. Participant 5 reinforced this by highlighting the importance

of having clear goals and making sure everyone understands why the team exists and

what it is trying to accomplish.

The participants collectively suggested that mission focus creates unity and

purpose within teams. Participant 2 linked goal clarity to performance standards, and

Participant 4 connected mission understanding to team motivation. Participant 6

discussed how national-level objectives could be effectively translated into local action

while maintaining consistency in purpose. This theme reveals how veteran support

service leaders viewed clear goal setting as essential for team success. They emphasized

that when team members understand and believe in their mission, they are more likely to

contribute effectively and maintain high performance standards. Participant 9 reinforced

this concept by emphasizing the importance of understanding what an organization truly

103

needs to succeed rather than following conventional structures. They highlighted how

strategic thinking about organizational needs should drive team composition and goals:

“Realizing having someone who can fulfill the role that your organization really needs,

not what a nonprofit structure is, but what is it your organization really needs to succeed?

That’s the strategic part.”

Team Development

Team development ranked as the third highest frequency that emerged for

Research Question 5, mentioned 20 times in interviews and identified in two artifacts. It

was highlighted on two sites through job postings and career pages that emphasized

collaboration and teamwork. This theme is related to Research Question 3, which focused

on building community leadership. Participants emphasized the value of creating strong,

cohesive teams through intentional organization and clear communication. Successful

leaders fostered connection by implementing regular team meetings, social gatherings,

and recognition programs. The research showed that leaders who prioritized team and

community development experienced higher levels of staff engagement and

collaboration. Six of the nine participants highlighted the importance of choosing the

right people and creating cohesive units. Participants stressed that successful teams

require careful selection of members who not only have the right skills but also the

appropriate mindset and commitment to the mission.

Participant 8 emphasized the importance of team culture and engagement, noting

that “to create a high performing team, all the team members have to feel like they’re a

critical piece of the team.” They also highlighted how virtual environments during the

COVID-19 pandemic challenged team building, stating “you can’t build a corporate

104

culture virtually” and emphasizing the need for in-person interaction to maintain team

cohesion.

Participant 1 provided valuable insights about avoiding “echo chambers” and

selecting people who will challenge the decision-making process constructively.

Participant 2 emphasized the importance of discerning the right person with the

appropriate background, temperament, and drive. Both leaders stressed that getting team

composition right is crucial for long-term success.

Participant 4 introduced an interesting perspective on team building, discussing

the importance of both nurturing good team members and being decisive about removing

those who don’t fit. Participant 7 focused on creating an environment in which team

members feel comfortable bringing up problems and working together to find solutions.

The emphasis on team building reflects the understanding that success in veteran support

services requires more than individual talent; it requires a well-coordinated team that

works effectively together.

Participant 9 brought a unique perspective on team building in the context of post-

COVID-19 pandemic work environments. They emphasized the importance of in-person

collaboration for their organization, noting that remote work preferences could impact

team dynamics. Drawing from their nonprofit experience, they stressed the importance of

selecting candidates who not only have the right professional background but are also

willing to prioritize team needs over personal preferences stating, “For high performing

teams [we need] the right people who have that growth mindset, who also are willing to

sacrifice some of their own personal agenda for the team.”

105

Growth Mindset/Development

Six of the nine participants emphasized the importance of creating an

environment that encourages continual improvement and personal development for

Research Question 5, mentioned 19 times in interviews and identified in seven artifacts.

This focus was highlighted on seven sites through employee testimonials, professional

development opportunities, and success stories that showcased both organizational and

individual growth. Growth mindset/development aligns with Research Question 1, which

focused on leadership listening characteristics. The findings showed that leaders who

actively listened to their teams were better equipped to understand and support their team

members’ growth potential. Participants highlighted that listening helps foster an

environment in which team members feel valued and motivated to develop. This link

between listening and development was especially clear in how leaders used feedback

and validation to promote team growth and engagement. Participants emphasized the

importance of believing in team members’ potential and providing opportunities for them

to grow and excel.

Participant 8 approached this through servant leadership, emphasizing that

success comes from helping team members find internal motivation. They noted, “If

they’re not passionate about their cause or passionate about coming to work or passionate

about their responsibilities... they’re going to give a 75 or a 50% effort and with that level

of effort, you can’t be successful.” They focus on helping team members understand their

purpose stating, “It just has to be this constant drum beat of helping everybody

understand why we’re here, what we’re trying to do, keep it simple and make them feel

like they matter.”

106

Participant 3 strongly emphasized this theme, discussing how leaders must

believe in their team members’ potential for growth and provide opportunities for

leadership development. Participant 4 took an innovative approach, telling team members

they are “perfect” and “smarter,” and emphasized the value of wisdom and experience in

guiding their development.

Participant 5 focused on encouraging team members to bring forward new ideas

and improvements, emphasizing that “nothing is written in stone.” Participant 6

demonstrated this mindset by allowing team members to “shine with their expertise” and

adapt teaching methods to their strengths, showing how a growth mindset can be applied

practically in team development. Participant 9 shared a personal learning experience

about growth mindset in team development. They described how recognizing the need for

specific expertise in trauma-informed care and educational background led to

reconsidering team composition. They emphasized that growth mindset is not only about

individual development but also about organizational evolution, stating “it takes a growth

mindset, takes somebody who can move beyond kind of like the current constraints and

help the team move forward.”

This theme highlighted how veteran support service leaders view personal and

professional growth as essential components of high-performing teams. They emphasize

creating an environment where team members feel empowered to develop their skills,

share their ideas, and continuously improve their capabilities.

A significant number of themes were found throughout the nine interviews

conducted with the veteran support services directors or service coordinators. Table 8

summarizes the themes in regard to each research question. It includes the interview

107

counts and frequencies as well as the artifact counts and frequencies, offering a clear and

concise overview of the data.

Table 8

Summary of All Themes

research

question and

variable Theme

Interview

count

Interview

frequency

Artifact

count

Artifact

frequency

Research

Question 1:

Listening

Active/intentional

listening

9 36 9 9

Understanding/empathy 8 30 9 9

Building trust/respect 7 26 9 9

Feedback/validation 6 23 7 7

Research

Question 2:

Stewardship

Trust/responsibility 7 31 9 9

Ownership/lead by

example

6 27 9 9

Resource management 6 26 0 0

Mission/goal focus 6 21 9 9

Research

Question 3:

Building

community

Building community 9 46 7 7

Support/connection 8 40 9 9

Building cohesive teams 7 32 9 9

Providing

leadership/mentorship

6 24 5 5

Research

Question 4:

Commitment

to the

growth of

people

Ongoing training/learning 7 24 5 5

Fostering

leadership/growth

7 23 3 3

Demonstrating

support/commitment

7 22 2 2

Providing for personal

development/individual

needs

6 21 3 3

Research

Question 5:

Most

important

strategy for

high-

performing

teams

Leadership development

training

6 25 2 2

Goal setting/mission

focus

6 22 9 9

Team development 6 20 2 2

Growth

mindset/development

6 19 7 7

108

Key Findings

In analyzing the 20 themes coded from the interviews and based on combining

similar strategies and having the highest frequency in the data, the researcher discovered

six key findings that illuminate how directors and service coordinators in veteran support

services agencies develop high-performing teams. Successful organizations rely on

several key practices and approaches to achieve their goals. Key findings from the study

are discussed in the following sections.

Key Finding 1: Active Listening Creates Trust and Understanding

Veteran support service leaders identified active and intentional listening as

crucial for building high-performing teams. Leaders emphasized that effective listening

requires full focus on the speaker, removing distractions, and truly processing what is

being shared. They found that when leaders demonstrate genuine listening by maintaining

eye contact, asking follow-up questions, and validating understanding, team members

feel more valued and become more engaged. This was particularly evident when leaders

would clear their desks of distractions during conversations and practice restating what

they heard to ensure clear understanding.

Key Finding 2: Stewardship Through Trust and Resource Management

Leaders identified trust-building and responsible resource management as

essential stewardship practices. They demonstrated this by maintaining commitments,

following through on promises, and being transparent about resource allocation. Leaders

found that when they took ownership of their responsibilities and led by example, such as

participating in hands-on tasks alongside team members, it created a ripple effect of

increased commitment throughout the organization. This was especially important in

109

veteran support contexts, where leaders must be trusted with both personnel and financial

resources.

Key Finding 3: Building Strong Communities Through Inclusive Practices

The research revealed that building community was vital for team success,

particularly through creating inclusive environments and fostering meaningful

connections. Leaders found success by implementing regular team meetings during

which all members, regardless of position, could contribute ideas and feedback. They

also emphasized the importance of maintaining connection across distances through

technology and organizing in-person gatherings when possible. Leaders who created

strong communities reported better team cohesion and more consistent achievement of

organizational goals.

Key Finding 4: Commitment to Growth Through Training and Development

Leaders identified ongoing training and professional development as crucial for

maintaining high-performing teams. They found success by providing structured learning

opportunities, mentorship programs, and supporting individual career goals. This

included funding educational opportunities, creating personalized development plans, and

allowing team members to pursue specialized training based on their interests. Leaders

who demonstrated strong commitment to their team’s growth reported higher levels of

employee engagement and retention.

Key Finding 5: Goal Setting and Mission Focus Drive Team Performance

Clear goal setting and maintaining mission focus emerged as fundamental

strategies for developing high-performing teams. Leaders found that when team members

clearly understood their purpose and how their work contributed to helping veterans, they

110

were more motivated and performed at higher levels. This was achieved through regular

communication about organizational objectives, connecting individual roles to the larger

mission, and ensuring all team members understood why their work mattered.

Key Finding 6: Strategic Team Building and Selection

Leaders identified careful team selection and intentional team building as critical

for creating high-performing teams. They emphasized the importance of selecting team

members who not only had the right skills but also demonstrated commitment to the

mission of supporting veterans. Leaders found success by creating environments where

team members felt comfortable raising concerns, working collaboratively on solutions,

and contributing their unique perspectives to improve service delivery.

Conclusion

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 veteran

transition programs. In addition, this study aimed to identify strategies these leaders

perceive as most important for fostering high-performing teams to enhance organizational

success. This chapter provided a comprehensive analysis of qualitative data gathered

from interviews with directors or service coordinators of veteran support services.

Through this analysis, the study presented key findings that highlight the lived

experiences of these leaders and their recommendations for improving team performance

within the context of veteran support services.

111

CHAPTER V: FINDINGS, CONCLUSIONS, AND RECOMMENDATIONS

This chapter summarizes the study’s purpose, research questions, methodology

review, population, and sample. Based on the six key findings presented in Chapter IV,

seven major conclusions were drawn for this study. These findings are discussed in detail

with an emphasis on their implications and actionable recommendations. In addition,

unexpected results are highlighted, and suggestions for future research are provided. The

chapter concludes with the researcher’s reflections and final remarks.

Purpose Statement

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 veteran

transition programs. A further purpose of this study was to identify what exemplary

veteran support service leaders believe are the most important strategies to develop a

high-performing team to support veteran transition programs.

Research Questions

Exploring the transformative power of servant leadership, this study delves into

the specific practices exemplary veteran support service leaders employ to foster high-

performing teams:

Central Research Question

How do exemplary directors or service coordinators in veteran support services

use listening, stewardship, building community, and commitment to people’s growth to

develop and maintain a high performing team?

112

Subquestions

1. How do exemplary directors or service coordinators in veteran support services

use the listening leadership characteristics to support a high-performing team?

2. How do exemplary directors or service coordinators in veteran support services

use the stewardship leadership characteristics to support a high-performing team?

3. How do exemplary directors or service coordinators in veteran support services

use the building community leadership characteristics to support a high-

performing team?

4. How do exemplary directors or service coordinators in veteran support services

use the commitment to people’s growth leadership characteristics to support a

high-performing team?

5. Which strategies do exemplary directors or service coordinators in veteran

support services identify as the most important strategies to develop a high-

performing team to support the organization’s success?

Methodology

This thematic study was conducted by a research team of four doctoral students

who collaboratively explored how leaders among different sectors use servant leadership

characteristics to develop high-performing teams. The research team chose a qualitative

phenomenological approach to understand how veteran support service directors and

coordinators use four specific servant leadership characteristics (listening, stewardship,

building community, and commitment to growth) to build high-performing teams. Nine

veteran support service directors and coordinators participated in detailed interviews to

share their experiences and insights about using these leadership approaches.

113

The four researchers, collaborating with faculty experts, developed nine interview

questions: two for each servant leadership characteristic and one additional question.

Before conducting the interviews, the team obtained approval from the University of

Massachusetts Global IRB (see Appendix F) to ensure compliance with all ethical

standards. Prior to their interviews, participants were provided with a consent form (see

Appendix B), the interview questions (see Appendix C), and the Research Participant’s

Bill of Rights (see Appendix D).

All interviews took place virtually through Zoom and were between 30 and 40

min. The researchers used a standard interview script to ensure consistency. After

recording and transcribing the interviews, researchers sent the transcripts back to the

participants to verify accuracy. To strengthen the validity of the findings, they collected

additional materials from veteran support services websites, such as mission statements

and meeting agendas, that showed how these leadership characteristics were put into

practice.

To ensure reliable analysis, multiple researchers reviewed the interview

transcripts. A fellow doctoral candidate helped analyze the data, and the researchers met

several times to compare their findings. They also had a peer researcher review 10% of

the data to further validate their analysis. Additionally, the researcher employed the

Anthropic AI tool to systematically code and analyze the data, helping to identify

recurring themes and patterns while enhancing the efficiency and consistency of the

analysis process.

114

Population

The study focused on directors and coordinators of veteran support services in

California who led teams and implemented leadership strategies. According to the

California Association of Veteran Service Agencies, there are approximately 1,794

organizations supporting veterans in California, and an estimated 3,588 directors or

service coordinators lead these services.

Sample

The researcher narrowed his focus to San Diego County, which has 235 veteran

support organizations led by approximately 470 directors or service coordinators. They

selected participants who were known for developing successful programs in areas such

as mental health, employment, and housing. To be included, directors and coordinators

needed to meet at least two of these criteria:

• manage a center with at least 10 staff,

• have 1 to 3 years of experience at their current site, or

• possess at least 5 years of experience in the veteran support services field.

The final sample included nine participants representing about 1.9% of all veteran

support services directors and coordinators in San Diego County.

Demographic Data

The nine participants included four males and five females with experience in

support services ranging from 9 to 23 years. Their time as directors or coordinators at

their current locations varied from 4 to 20 years. Six participants had military service

experience, and three did not. To maintain confidentiality, each participant received a

number based on when they agreed to participate in the study, and no specific individuals

115

or organizations were identified in the research. Table 2 (repeated here for ease of

reference) represents the demographic data of the nine veteran support services directors

or service coordinators who participated in the study.

Table 2

Demographic Data of Study Participants

Study

participant Gender

Military

service

Years in veteran support

service profession

Years at current

site

1 Male Yes 20 5

2 Female Yes 16 12

3 Male Yes 17 14

4 Male Yes 13 11

5 Female No 23 20

6 Female No 9 7

7 Female Yes 14 4

8 Male Yes 20 15

9 Female No 20 10

Key Findings

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 veteran

transition programs. Building on the key findings presented in Chapter IV, and after

analyzing data from interviews with nine veteran support service directors and service

coordinators, six key findings emerged regarding how they use servant leadership

characteristics to develop high-performing teams:

Key Finding 1: Active Listening Creates Trust and Understanding

Active listening ranked second in significance with 20.5% of total references (45

total mentions; 36 interview references and nine artifacts). Directors or service

116

coordinators who practiced intentional listening reported stronger team engagement and

better outcomes. Spears (2010) explained that although traditional leadership values

communication and decision-making skills, servant leadership requires a deeper

commitment to listening intently to others. This involves not just hearing words but also

understanding unspoken messages and reflecting on what’s being communicated.

Itzchakov and Kluger (2018) reinforced this by noting that high-quality listening,

characterized by attentiveness and empathy, helps team members feel valued and

understood, reducing anxiety and defensiveness. This creates an environment in which

people are more likely to share ideas and provide constructive feedback, ultimately

enhancing team performance.

The importance of active listening to create trust and understanding emerged as a

consistent theme among participants. Participant 1 emphasized that effective listening

forms the foundation of organizational trust, noting that leaders must listen actively at all

levels—from subordinates to peers to superiors—to truly understand organizational goals

and challenges.

Active listening goes beyond basic comprehension, as highlighted by Participants

3 and 4. Although Participant 3 explained that purposeful listening involves more than

just hearing and repeating information, requiring an understanding of intentions and

preparedness for meaningful feedback, Participant 4 emphasized how attentive listening

reveals deeper insights into people’s values and motivations, helping to create meaningful

connections.

The impact of listening on team dynamics was particularly notable. Participant 5

drew a direct connection between listening and team engagement, explaining that when

117

leaders take time to truly listen to all team members regardless of position, it fosters

mutual respect and increases voluntary participation. Building on this, Participant 8

framed listening as a way to demonstrate authentic care for team members both

professionally and personally, viewing it as essential for facilitating team success.

These findings demonstrate that active listening is not merely a communication

tool but a fundamental leadership practice that builds trust, creates understanding, and

drives team performance.

Key Finding 2: Stewardship Through Trust and Resource Management

Stewardship represented 18.2% of findings with 40 total references (31 interview

mentions and nine artifacts). Seven participants identified trust-building and responsible

resource management as essential leadership practices. Block (1993) defined stewardship

as “holding something in trust for another, (p. 24)” emphasizing that leaders must

manage resources and relationships for the greater good rather than personal gain.

Campbell (2019) built on this by highlighting that stewardship involves genuine attention

to team members’ needs and providing appropriate support and resources.

According to Greenleaf’s (1977) perspective, chief executive officers, staff, and

trustees all play significant roles in holding their institutions in trust for society’s benefit.

This approach prioritizes openness and persuasion over control, fostering an environment

of trust and shared responsibility.

The participants offered diverse yet complementary perspectives on stewardship.

Participant 4 articulated that stewardship is fundamentally about maintaining a profound

sense of responsibility, emphasizing the critical importance of honoring trust through

consistent professional integrity and ethical leadership. Building on this foundation,

118

Participant 1 connected stewardship directly to organizational ownership, highlighting

that leadership effectiveness hinges on demonstrating clear commitment and personal

investment in team initiatives.

The practical implementation of stewardship emerged through several key

aspects. Participant 2 illustrated stewardship through meticulous resource management,

emphasizing the delicate balance of protecting organizational resources while ensuring

comprehensive program execution. Participant 7 reframed stewardship as a service-

oriented approach, focusing on cultivating future organizational leaders and prioritizing

collective advancement over individual recognition. Furthermore, Participant 9 integrated

stewardship with organizational values, demonstrating how transparent leadership and

principled decision making can create a culture of mutual accountability and shared

purpose.

These findings demonstrate how effective leaders implement stewardship through

building trust, managing resources responsibly, and maintaining transparency while

focusing on team development and organizational values. This aligns with both Block’s

(1993) definition of stewardship and Campbell’s (2019) emphasis on attention to team

members’ needs.

Key Finding 3: Building Strong Communities Through Inclusive Practices

Building community emerged as the most significant finding, representing 24% of

all references with 53 total mentions (46 interview references and seven artifacts). All

nine participants emphasized the importance of intentional community building.

According to Spears (2010), servant leaders actively seek ways to build community

within institutions, recognizing that traditional local community bonds have been

119

displaced by larger organizations. This understanding is particularly relevant in veteran

support services, in which the Indeed Editorial Team (2024) noted that creating a

supportive community helps form high-performing teams by fostering trust and

belonging among employees.

The research emphasized that community building involves more than just group

activities. As highlighted by Burkus (2023), effective teams need a common

understanding and psychological safety. This aligns with J. Brown’s (2019) assertion that

inclusive leadership requires acknowledging and incorporating diverse team member

perspectives, which is especially valuable in veteran support services.

Participants demonstrated various approaches to fostering community. Participant

4 leveraged community-building wisdom through African proverbs, emphasizing that

collective strength and shared growth are more powerful than individual pursuits.

Building on this foundation, Participant 8 approached community building through

structured engagement, implementing regular team activities and encouraging external

community involvement to strengthen internal bonds.

The practical implementation of community building emerged through several

complementary strategies. Participant 3 viewed community as a collaborative resource

network, highlighting how team members can leverage collective expertise to solve

complex challenges. Participants 1 and 9 focused on creating inclusive environments.

Participant 1 stressed ensuring team members with diverse backgrounds feel valued and

integrated into the organizational community, and Participant 9 demonstrated community

building through intentional communication strategies, creating spaces for personal and

120

professional sharing that foster genuine connections. These approaches demonstrate how

inclusive practices strengthen community bonds and team performance.

These findings reveal that successful veteran support service leaders prioritize

building strong, inclusive communities through intentional practices, regular engagement,

and recognition of diverse perspectives. Their approaches combine structured activities

with authentic relationship-building to create environments in which all team members

can contribute and thrive.

Key Finding 4: Commitment to Growth Through Training and Development

Professional development represented 13.2% of findings with 29 total references

(24 interview mentions and five artifacts). Seven participants identified ongoing training

and development as crucial for maintaining high-performing teams. According to Spears

(2010), servant leaders recognize people’s intrinsic value beyond their work contributions

and commit deeply to each individual’s growth within the organization. This includes

providing resources for personal and professional development, valuing individual input,

and supporting career transitions.

Yemiscigil et al. (2023) noted that leadership development programs can

significantly impact happiness and stress reduction, thereby enabling leaders to better

support their teams and organizations. Their research suggested that effective programs

should focus on personal growth, self-reflection opportunities, and addressing

psychological barriers.

Participants demonstrated diverse approaches to professional development

beginning with foundational support. Participant 8 demonstrated commitment to growth

through strategic resource allocation, dedicating specific budget lines to employee

121

development and creating opportunities for continual learning. Building on this

infrastructure, Participant 5 approached professional development by creating

personalized growth pathways, helping team members identify and pursue career

aspirations aligned with organizational needs.

The implementation of development programs took various forms. Participant 2

implemented systematic training approaches, ensuring continual knowledge updates and

creating opportunities for specialized skill enhancement. Taking a longer view,

Participant 6 focused on long-term development, strategically preparing potential

successors and creating learning opportunities that extend beyond immediate job

requirements. Participant 9 emphasized flexible professional development, encouraging

staff to identify and pursue growth opportunities while maintaining alignment with

organizational goals.

These examples illustrate how Veteran Support Service leaders actively invest in

their teams’ growth through structured training, dedicated funding, and clear career

advancement pathways, aligning with servant leadership principles by recognizing and

nurturing individual potential while supporting organizational success.

Key Finding 5: Goal Setting and Mission Focus Drive Team Performance

Mission focus accounted for 14.1% of findings with 31 total references (22

interview mentions and nine artifacts). Six participants emphasized that clear goal setting

and mission focus were fundamental to team success. Participant 1 emphasized that

effective strategy begins with clear mission identification, understanding both the starting

point and desired destination for organizational efforts. Building on this foundation,

Participant 5 stressed the importance of connecting individual roles to broader

122

organizational objectives, ensuring every team member understands their contribution to

the mission.

The practical implementation of mission focus emerged through complementary

approaches. Participant 8 maintained mission focus through consistent communication,

helping team members understand their collective purpose and individual significance.

Similarly, Participant 9 approached mission alignment strategically, focusing on

organizational needs and ensuring team composition supports strategic objectives.

This emphasis on mission focus aligns with current leadership research. Knight

(2024) emphasized that leaders who can adapt their styles to different situations while

maintaining focus on organizational goals demonstrate awareness of their team’s needs

and environmental demands. Harvey and Drolet (2006) reinforced this by noting that

leaders should encourage individual skills while fostering collaboration with an emphasis

on understanding and addressing specific needs. This balance between individual

capability and collective purpose helps maintain team effectiveness and mission focus.

Key Finding 6: Strategic Team Building and Selection

Strategic team building accounted for 10% of findings with 22 total references (20

interview mentions and two artifacts). Six participants identified careful team selection

and development as critical. Coelho and Kurtz (2020) highlighted how organizational

culture shapes behavior and influences overall business performance and

competitiveness. Zhang (2024) added that leaders play a crucial role in developing this

culture by fostering an environment that promotes collaboration, diversity, and

continuous learning.

123

The participants demonstrated varied approaches to team building. Participant 1

highlighted the importance of selecting team members who challenge existing processes

constructively rather than simply agreeing with leadership perspectives. Building on this,

Participant 2 emphasized the deliberate strategy to team selection, recognizing that

finding the right combination of background, temperament, and drive is crucial for team

success. Participant 4 stressed the importance of believing in team potential and

providing comprehensive training to help members excel.

This strategic approach to team building is particularly important in veteran

support services, and Hazle et al. (2012) noted that even when veterans find available

services, they often encounter well-meaning providers who lack understanding of

military-specific challenges. This emphasizes the importance of careful team selection

and development.

The implementation of team building reflected servant leadership principles.

Participant 8 viewed team building through a servant leadership lens, focusing on making

each team member feel integral to the organization’s success. Similarly, Participant 9

approached team building by seeking individuals with a growth mindset who are willing

to prioritize collective goals over personal agendas.

These findings reveal that successful implementation of servant leadership

characteristics requires deliberate, consistent effort across multiple dimensions of

leadership practice. The data suggested that when these characteristics are effectively

implemented, they create a strong foundation for developing and maintaining high-

performing teams in veteran support services.

124

Unexpected Findings

The data analysis revealed some surprising results that weren’t initially expected.

Although most of what was discovered matched previous research, four important

findings were different. These four discoveries caught the researcher’s attention and

stood out from the rest of the research.

Unexpected Finding 1: Disconnect Between Practice and Perceived Importance

An interesting pattern emerged when comparing the frequency of leadership

behaviors with what leaders considered most important. The most frequently observed

behaviors included active listening (36 mentions), building trust and responsibility (31

mentions), community building (46 mentions), and ongoing training (24 mentions).

However, when asked about the most crucial elements for team success, leaders

highlighted leadership development and training despite it having relatively fewer

mentions (25) in practice. This disconnect suggests that leaders’ daily actions may not

always align with what they believe to be most important for team effectiveness.

Unexpected Finding 2: Virtual Team Building Complexities

The challenges of virtual team building, particularly during the COVID-19 period,

proved more complex than anticipated. Leaders discovered that creating and maintaining

organizational culture in a virtual environment required significantly more effort and

different approaches than traditional in-person settings. This finding highlighted the need

for new strategies in remote leadership.

Unexpected Finding 3: Integration Challenges for Nonveteran Staff

The research revealed that integrating new staff members into teams with a strong

veteran presence required more deliberate effort than initially expected. Leaders found

125

they needed to develop specific strategies to ensure nonveteran team members felt fully

included and valued within the existing team structure.

Unexpected Finding 4: Generational Impact on Technology Adoption

The influence of generational differences on team dynamics and technology

adoption emerged as a significant finding. Younger team members played a more

substantial role than anticipated in driving the adoption of new communication

technologies, particularly in areas like group messaging platforms. This generational

impact on workplace communication patterns represents an important consideration for

future leadership strategies.

Conclusions

Each year, 200,000 service members transition from military to civilian life,

relying on veteran support services for guidance. The effectiveness of these services

depends on strong leadership and high-performing teams. This study examined how

directors and service coordinators in veteran support services use four servant leadership

characteristics—listening, stewardship, building community, and commitment to people’s

growth—to develop high-performing teams. Through interviews with nine veteran

support service leaders, this research uncovered practical strategies for building teams

that provide consistent, high-quality support to veterans. The findings highlight how

these leadership characteristics strengthen team performance and improve services for

those who have served this country. These findings align with existing literature on

servant leadership effectiveness (Melchar & Bosco, 2010; Spears, 2010) and led to seven

conclusions about how veteran support service leaders can effectively implement these

characteristics to enhance team performance and organizational success.

126

Conclusion 1

Based on the findings of this study and supported by the literature, it is concluded

that leaders who practice active and intentional listening create psychological safety and

build strong relationships within their teams (Senge, 2006). They directly enhance

employee engagement by making team members feel heard and valued, simultaneously

creating an inclusive organizational culture that fosters trust (Burns, 1978). This

environment of trust and strong relationships strengthens teamwork and collaboration, as

supported by research from Melchar and Bosco (2010), leading to more effective

problem solving and overall team performance. Leaders who demonstrate high-quality

listening through techniques such as removing distractions, maintaining focus, and

validating understanding through restatement help team members feel valued and

understood, reducing anxiety and defensiveness (Itzchakov & Kluger, 2018). This

foundation of trust and open communication aligns with transformational leadership

principles that elevate both leaders and followers (Bass & Avolio, 1993).

Conclusion 2

Based on the findings of this study and supported by the literature, when leaders

are open about resource management and consistently follow through on commitments,

they create an environment of trust that enhances sustainable organizational outcomes

(Block, 1993). Through this approach, they build stronger teams in three key ways:

boosting employee engagement through accountability, building an inclusive culture

through transparency, and strengthening teamwork by fostering trust (Melchar & Bosco,

2010). When leaders effectively balance resource use while caring for team members’

needs, they achieve better program results and build trust (Campbell, 2019). This

127

approach aligns with Greenleaf and Spears’s (2002) concept that leaders should prioritize

team needs while maintaining organizational sustainability.

Conclusion 3

Based on the findings of this study and supported by the literature, leaders who

create inclusive environments through regular team meetings and open communication

channels while balancing formal and informal interactions develop stronger team

cohesion and improve organizational performance (E. Johnson, 2020). Research has

shown that when leaders focus on building engaged teams through inclusive practices and

collaborative approaches, they create environments in which employees feel valued and

motivated (Indeed Editorial Team, 2024), leading to better overall team success. This

approach to community building aligns with Wheatley’s (1992) assertions about holistic

approaches in promoting organizational learning and adaptability and Greenleaf’s (1977)

principles of servant leadership.

Conclusion 4

Based on the findings of this study and supported by the literature, leaders who

invest in comprehensive professional development programs that include both technical

skills and leadership capabilities create more engaged and sustainable high-performing

teams (Yemiscigil et al., 2023). High-performing teams thrive through engaged

employees, inclusive culture, and strong teamwork built on open communication—all

strengthened through combined technical and leadership training (Giambatista et al.,

2020). This development approach leads to improved team performance and

organizational success, as supported by Dean (2016) and Trede’s (2023) research on

servant leadership’s impact on engagement.

128

Conclusion 5

Based on the findings of this study and supported by the literature, clear

alignment between organizational mission and individual roles, coupled with regular

reinforcement of mission-focused objectives, leads to enhanced team performance (Owen

et al., 2001). Three key elements—employee engagement, inclusive organizational

culture, and teamwork—create high-performing teams that better achieve organizational

missions (Melchar & Bosco, 2010). When organizations connect individual roles to their

mission and reinforce mission-focused goals, teams perform better and consistently

achieve objectives, as evidenced by improved results through role-mission connections

(Kouzes & Posner, 2017) and higher team commitment through consistent mission

communication (Harvey & Drolet, 2006).

Conclusion 6

Based on the findings of this study and supported by the literature, veteran

support service leaders who prioritize selecting team members based on both technical

competencies and cultural alignment create more effective and cohesive teams (Burkus,

2023). This strategic approach to team building, combining skills assessment with

mission commitment, results in stronger team performance in support programs (Knight,

2024; Melchar & Bosco, 2010).

Conclusion 7

Based on the findings of this study and supported by the literature, organizational

effectiveness in veteran support services is enhanced through intentional team building

that balances individual strengths with collective needs (Harvey & Drolet, 2006). When

leaders focus on engaging team members, creating an inclusive environment and

129

fostering collaboration (Herrity, 2023), teams bring their best skills to supporting

veterans’ unique needs. Strong teamwork enables diverse strengths to provide

comprehensive support services while meeting organizational goals (Andrews, 2023).

This approach aligns with J. Brown’s (2019) research on inclusive leadership practices

that effectively integrate team members’ diverse experiences and perspectives.

Implications for Action

Research on veteran support services has highlighted that effective leadership is

important for developing high-performing teams that serve transitioning military

members. Prior conclusions from various studies have suggested that leaders who

embrace servant leadership characteristics create environments in which teams excel.

This study explored how exemplary directors and service coordinators in veteran support

services use four key servant leadership characteristics—listening, stewardship, building

community, and commitment to people’s growth—to build and maintain high-performing

teams. Drawing from interviews with nine leaders in veteran support services and

analysis of organizational artifacts, this research examined the practical application of

these characteristics and their impact on team performance. The findings offer valuable

insights for veteran support service organizations seeking to enhance their leadership

practices and improve service delivery through stronger team development, leading to

specific implications for action and practical recommendations that leaders can

implement to strengthen their organizations’ effectiveness.

Implication for Action 1

Based on the study’s finding that active and intentional listening creates

psychological safety and builds strong relationships, directors or service coordinators of

130

veteran support services must establish a comprehensive veterans-first listening program

as a fundamental component of their services. This program should combine both the

HEAR technique (halt, engage, anticipate, replay) with specialized training in military-to-

civilian communication bridges (Goulston, 2015). Directors or service coordinators must

allocate a dedicated portion of their annual training budget to this initiative and require

leadership team members to complete specialized training in veteran-specific active

listening scenarios. The program should include regular psychological safety assessments

and establish dedicated quiet spaces in all facilities specifically designed for distraction-

free veteran support sessions. Success must be measured through monthly veteran

satisfaction surveys targeting an 85% “completely heard and understood” rating, directly

addressing the study’s findings on psychological safety and trust building in veteran

support environments.

Implication for Action 2

Given the study’s conclusion about the importance of transparent resource

management and consistent follow-through on commitments, directors or service

coordinators must implement a structured resource stewardship and mentorship initiative.

This program should pair experienced leaders with new team members in monthly

mentorship meetings focused specifically on veteran support resource management. The

initiative must include training in veteran-specific project management, budget allocation

strategies, and team leadership techniques that balance resource use with team member

needs. Organizations should develop clear metrics for resource utilization effectiveness,

including regular assessments of program outcomes and team member satisfaction. This

structured approach to resource stewardship directly addresses the study’s findings about

131

building trust through transparent management practices while ensuring sustainable

organizational outcomes in veteran support services.

Implication for Action 3

Responding to the study’s findings about the importance of creating inclusive

environments through regular team meetings and balanced communication, directors or

service coordinators of veteran support services must develop and implement a

multichannel communication framework specifically designed for veteran support teams.

This framework should mandate the use of synchronous communications (team video

meetings, in-person discussions) and asynchronous tools (team chat, email, shared

documents) to accommodate different communication styles and work locations. Leaders

must establish clear guidelines for which channels to use for different types of

communications, ensuring that sensitive veteran-related information is shared

appropriately and securely. The framework should include weekly virtual team meetings

focused on veteran success stories and challenges, fostering a sense of community among

team members while maintaining focus on the mission of veteran support.

Implication for Action 4

Drawing from the study’s findings about professional development’s impact on

team engagement, veteran support service directors or service coordinators must create a

clear leadership development pathway for their teams. This pathway should help staff

grow from entry-level positions to leadership roles through hands-on training and

mentoring. Directors or service coordinators should require experienced team members to

dedicate regular time mentoring newer staff, focusing on both technical skills and

leadership abilities. The program should include real-world practice in handling veteran

132

support scenarios, regular check-ins to track progress, and opportunities to lead small

projects. Success should be measured by tracking how many team members advance into

leadership roles and gathering feedback about their readiness to serve veterans

effectively.

Implication for Action 5

Based on the study’s conclusion about the importance of connecting individual

roles to the organization’s mission, directors or service coordinators must create a

mission connection program. This program should start with brief weekly team meetings

during which staff share success stories about helping veterans. Directors or service

coordinators should work with team leads to create clear links between each role and

veteran support goals. Every team member should have three specific goals that show

how their work directly helps veterans—one focused on immediate impact, one on team

collaboration, and one on long-term veteran outcomes. Monthly reports should track how

these goals are being met and their impact on veteran services. This direct connection

between daily work and veteran support will help keep teams focused and motivated.

Implication for Action 6

Following the study’s findings about team selection and cultural alignment,

directors or service coordinators must revamp their hiring process to focus equally on

technical skills and commitment to veteran support. The new process should include

three key steps: (a) a technical skills assessment specific to veteran support roles, (b) a

cultural fit interview focusing on the candidate’s understanding of veteran needs, and

veterans. Each step must use a clear scoring system to evaluate candidates fairly. This

133

approach will help build teams that have both the skills and the dedication needed to

serve veterans effectively.

Implication for Action 7

Based on the study’s conclusions about leveraging individual strengths for team

success, directors or service coordinators must create a team strengths program that maps

and uses each team member’s unique abilities. Directors or service coordinators should

work with human resources to create simple charts showing each person’s main skills,

experience with veterans, and areas in which they want to grow. These charts should be

updated periodically and used to assign work and create teams. Leaders should meet with

each staff member quarterly to discuss how their strengths can better serve veterans and

what new skills they want to learn. This approach will help create strong teams that use

everyone’s abilities to provide better veteran support.

Recommendations for Further Research

Based on the findings of this phenomenological study examining how veteran

support service leaders use servant leadership characteristics to develop high-performing

teams, the following recommendations are suggested for future research:

Recommendation 1: Conduct a Meta-Analysis Across Sectors

A comprehensive meta-analysis combining findings from all four thematic

dissertations in this study (veteran services, Asian American school district office

administrators, public school district early childhood leaders, and school district

superintendents) would provide valuable insights into how servant leadership

characteristics function across different sectors and populations. This research could

identify common patterns and unique differences in how these principles work in various

134

organizational contexts, helping leaders better adapt servant leadership practices to their

specific environments. Such an analysis would contribute to a broader understanding of

how servant leadership principles can be effectively applied across diverse organizational

settings.

Recommendation 2: Examine Virtual Team Building Strategies

Given the unexpected findings regarding virtual team building challenges,

particularly during the COVID-19 pandemic, future research should specifically

investigate effective strategies for building and maintaining high-performing virtual

teams in veteran support services. This research could explore how servant leadership

characteristics can be effectively demonstrated in virtual environments and identify best

practices for maintaining team cohesion and performance when face-to-face interaction is

limited. Understanding these dynamics becomes increasingly important as organizations

continue to embrace remote and hybrid work models.

Recommendation 3: Study Nonveteran Staff Integration

Research is needed to examine the specific challenges and successful strategies

for integrating nonveteran staff members into veteran-focused organizations. This study

revealed unique dynamics in teams mixing veteran and nonveteran staff, suggesting the

need for deeper investigation into how leaders can foster inclusion while maintaining

strong team performance and organizational culture. Understanding these integration

processes could help organizations better leverage diverse perspectives while maintaining

their mission focus.

135

Recommendation 4: Conduct Comparative Case Studies of Leaders and

Subordinates

A detailed comparative case study examining the perspectives of both leaders and

their team members in veteran support services would provide valuable insights into the

alignment of servant leadership practices and their perceived effectiveness. This research

could explore how leadership characteristics are interpreted and experienced differently

at various organizational levels, identifying potential gaps between leader intentions and

team member experiences. Understanding these different perspectives could help

organizations develop more effective leadership development programs and improve

overall team performance through better aligned leadership practices.

Recommendation 5: Study Direct Impact on Veteran Recipients

Research is needed to examine how servant leadership characteristics in veteran

support service organizations directly impact the veterans receiving services. This study

should investigate the relationship between leadership practices and veteran satisfaction,

program effectiveness, and overall service quality. Understanding how leadership

characteristics influence service delivery and veteran outcomes could help organizations

optimize their leadership approaches to better serve their primary mission of supporting

veterans. This research could also identify which servant leadership characteristics are

most crucial for improving veteran service delivery and outcomes.

Recommendation 6: Compare Organization Sizes

A comparative analysis examining how servant leadership effectiveness varies

among different sized organizations would provide valuable insights for the field. This

research could help determine whether certain servant leadership characteristics are more

136

or less effective based on organizational size and structure, particularly in veteran support

contexts. Such analysis would help leaders better understand how to scale servant

leadership practices effectively.

Recommendation 7: Investigate Generational Impact

Future research should explore how generational differences affect team

dynamics and leadership effectiveness in veteran support services. This study uncovered

unexpected findings about generational influences on technology adoption and

communication preferences, suggesting the need for more detailed investigation into how

leaders can effectively bridge generational gaps while maintaining high team

performance. Understanding these generational dynamics could help leaders better adapt

their approaches to increasingly diverse teams.

These recommendations for future research would significantly contribute to the

understanding of how servant leadership characteristics can be effectively applied to

develop high-performing teams in veteran support services and related contexts. By

pursuing these research directions, scholars and practitioners can continue to develop

more effective approaches to leadership while better serving veteran populations.

Concluding Remarks and Reflections

As I conclude this phenomenological study on servant leadership characteristics

among veterans support services leaders, I want to share my personal reflections on this

research journey, the key insights gained, and how this experience has shaped my

professional perspective.

137

Personal Reflections

This research journey into servant leadership within veterans support services has

been both challenging and deeply rewarding. The process required careful balance

between my professional responsibilities and research commitments, often demanding

late nights and early mornings to ensure I could give my full attention to understanding

how directors and service coordinators develop their teams. The support I received

throughout this journey has been invaluable. From the veterans’ service professionals

who shared their experiences to my mentors who guided me through the research process,

to my family who supported me through long hours of interviews and analysis—each

person played a crucial role in bringing this study to completion.

Key Insights Gained

This study has significantly deepened my understanding of how servant

leadership principles shape effective veteran support teams. Through in-depth interviews

with directors and service coordinators, I witnessed firsthand their dedication to both

their teams and the veterans they serve. Their stories revealed how characteristics such as

empathetic listening, community building, personal growth support, and strategic vision

work together to create high-performing teams in veteran service environments.

The research process itself taught me valuable lessons about the importance of

systematic inquiry and letting the data guide conclusions rather than preconceptions.

Each phase of the study, from literature review to data analysis, contributed to a richer

understanding of how leadership impacts service delivery in veteran support

organizations.

138

Impact on Professional Practice

This research experience has transformed my approach to leadership and service

coordination. Understanding how successful leaders apply servant leadership principles

has given me practical tools to enhance team performance in veteran support settings.

The stories and insights shared by participants have inspired me to focus more

intentionally on developing others while maintaining a clear strategic direction.

Moving forward, I am committed to sharing these findings with other veteran

service professionals and using this research as a foundation for improving leadership

practices in our field. The study has equipped me with both the knowledge and

methodology to continue investigating ways to enhance veteran support services through

effective leadership. I plan to apply these insights in my daily work, always grounding

decisions in research-based evidence and the lived experiences of those directly involved

in veteran support. This approach will help ensure that our leadership practices truly

serve both our team members and the veterans who depend on our services.

139

REFERENCES

Ackerman-Anderson, L., & Anderson, D. (2010). Beyond change management: How to

achieve breakthrough results through conscious change leadership (2nd ed.).

Pfeiffer Publishing.

Adham, T. K. I. (2023). Optimizing the construction team lifecycle: Exploring influential

factors and effective strategies. Scholars Journal of Engineering and Technology,

11(10), 268–279.

Andrews, S. (2023, July 12). Nine steps to building team cohesion and a healthy work

environment. Forbes.

https://www.forbes.com/sites/forbescoachescouncil/2023/07/12/nine-steps-to-

building-team-cohesion-and-a-healthy-work-environment/?sh=5f6b5d772f66

Barry, C., & Kunz, K. (2014). In-house counsel should implement servant leadership to

help clients make values-based decisions. Hamline Law Review, 37(3), Article 3.

Bass, B. M. (1990). From transactional to transformational leadership: Learning to share

the vision. Organizational Dynamics, 18(3), 19–31.

Bass, B. M., & Avolio, B. (1993). Transformational leadership and organizational

culture. Public Administration Quarterly, 17(1), 112–121.

Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational

leadership behavior. Leadership Quarterly, 10(2), 181–217.

Blake, R. R., & Mouton, J. S. (1985). How to achieve integration on the human side of

the merger. Organizational Dynamics, 13(3), 41–56.

Blanchard, K., & Johnson, S. (1982). The one minute manager. William Morrow & Co.

140

Block, P. (1993). Stewardship: Choosing service over self-interest. Berrett-Koehler

Publishers.

Brewer, W. (2021, December 1). Building high-performing teams for success. LinkedIn.

https://www.linkedin.com/pulse/building-high-performing-teams-success-brewer-

ccp-mba

Brower, T. (2020, October 25). How to build a community and why it matters so much.

Forbes. https://www.forbes.com/sites/tracybrower/2020/10/25/how-to-build-

community-and-why-it-matters-so-much/?sh=520d7085751b

Brown, J. (2019). How to be an inclusive leader. Berrett-Koehler Publishers.

Brown, T. M. (2022). Servant leader attributes and motivation in veteran-serving

organizations (Publication No. 29258271) [Doctoral dissertation, University of

Massachusetts Global]. ProQuest Dissertations and Theses Global.

Burkus, D. (2023, October 16). The foundation of high-performing teams.

https://davidburkus.com/2023/10/the-foundation-of-high-performing-teams/

Burns, J. M. (1978). Leadership. Harper & Row Publishing.

California Association of Veteran Service Agencies (n.d.). About us.

https://www.cavsa.org/about

Campbell, L. (2019, April 24). The real meaning of organizational stewardship & the

questions we must ask ourselves. Inspire Corps.

https://inspirecorps.com/organizational-stewardship/

Coelho, D. R., & Kurtz, D. J. (2020). Impact of organizational culture and its influences.

Scientific Electronic Archives, 13(11), 101–109.

https://doi.org/10.36560/131120201234

141

Creswell, J. W. (2012). Planning, conducting, and evaluating quantitative and qualitative

research (4th ed.). Pearson Education.

Creswell, J. W., & Creswell, J. D. (2018). Research design: Qualitative, quantitative, and

mixed methods approaches (5th ed.). SAGE Publications.

Crowley, M. C. (2011). Lead from the heart: Transformational leadership for the 21st

century. Balboa Press Publishing.

Dean, D. (2016). A correlation study of employee engagement and servant leadership.

Journal of Strategic and International Studies, 11(2), 32–43.

Downes, P. E., Gonzalez, M. E., Seong, J. Y., & Park, W. (2021). To collaborate or not?

The moderating effects of team conflict on performance‐prove goal orientation,

collaboration, and team performance. Journal of Occupational and

Organizational Psychology, 94(3), 568–590.

D’silva, S. (2022, January 12). Six qualities of exemplary leaders we can all role model.

LinkedIn. https://www.linkedin.com/pulse/qualities-make-leaders-role-models-

sonali-dsilva/

Gandolfi, F., & Stone, S. (2018). Leadership, leadership styles, and servant leadership.

Journal of Management Research, 18(4), 261–269.

Gardner, J. W. (1990). On leadership. Free Press Publishing.

Giambatista, R., McKeage, R., & Brees, J. (2020). Cultures of servant leadership and

their impact. Journal of Values-Based Leadership, 13(1), Article 12.

Gleeson, B. (2022, March 28). Key attributes of high-performance teams all leaders must

know. Forbes. https://www.forbes.com/sites/brentgleeson/2022/03/28/key-

attributes-of-high-performance-teams-all-leaders-must-know/

142

Goulston, M. (2015). Just listen: Discover the secret to getting through to absolutely

anyone. AMACOM.

Grant, A. (2013). Give and take: A revolutionary approach to success. Viking

Publishing.

Greenleaf, R. K. (1970). The servant as leader. Robert K. Greenleaf Publishing Center.

Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate

power and greatness. Paulist Press Publishing.

Greenleaf, R. K., & Spears, L. C. (2002). Servant leadership: A journey into the nature of

legitimate power and greatness (25th anniversary edition). Paulist Press.

Hachey, K. K., Sudom, K., Sweet, J., MacLean, M. B., & VanTil, L. D. (2016).

Transitioning from military to civilian life: The role of mastery and social

support. Journal of Military, Veteran and Family Health, 2(1), 9-18.

Harvey, T. R., & Drolet, B. (2006). Building teams, building people: Expanding the fifth

resource (2nd ed.). Rowman & Littlefield Education.

Hazle, M., Wilcox, S. L., & Hassan, A. M. (2012). Helping veterans and their families

fight on! Advances in Social Work, 13(1), 229–242.

Herrity, J. (2023, February 28). 10 ways to improve team cohesiveness in the workplace.

Indeed. https://www.indeed.com/career-advice/career-development/team-

cohesiveness

Howell, J. M., & Shamir, B. (2005). The role of followers in the charismatic leadership

process: Relationships and their consequences. Academy of Management Review,

30(1), 96–112.

143

Indeed Editorial Team. (2024, June 28). How to build community at work (and why it’s

important). Indeed. https://www.indeed.com/career-advice/career-

development/how-to-build-community-at-work

Irving, J. A. (2005). Servant leadership and the effectiveness of teams (Publication No.

3173207) [Doctoral dissertation, University of Massachusetts Global]. ProQuest

Dissertations and Theses Global.

Itzchakov, G., & Kluger, A. N. (2018, May 17). The power of listening in helping people

change. Harvard Business Review. https://hbr.org/2018/05/the-power-of-

listening-in-helping-people-change

Johnson, E. (2020). Building an inclusive culture in a fully remote team: Rally together to

make the transition to a 100% remote environment. Leadership Excellence, 37(7),

43–45.

Johnson, T. J., & Brownlee, M. J. (2018). Development and innovation of system

resources to optimize patient care. American Journal of Health-System Pharmacy,

75(7), 465–472.

Kaado, B. (2023, October 24). 6 tips for getting your team to work together. Business

Ownership Insider and Senior Writer. https://www.businessnewsdaily.com/6139-

workplace-collaboration-tips.html

Karre, J. K., Perkins, D. F., Morgan, N. R., Davenport, K. E., Aronson, K. R., Maury, R.

V., Bradbard, D., Armstrong, N. J., Wright, A., Sargent, R., & Andros, M. (2024).

What do successful military-to-civilian transitions look like? A revised framework

and a new conceptual model for assessing veteran well-being. Armed Forces &

Society. https:doi.org/0095327X231216678

144

Knight, R. (2024, April 9). 6 common leadership styles — and how to decide which to

use when. Harvard Business Review. https://hbr.org/2024/04/6-common-

leadership-styles-and-how-to-decide-which-to-use-when

Kouzes, J. M., & Posner, B. Z. (2017). The leadership challenge: How to make

extraordinary things happen in organizations (6th ed.). Wiley.

Kouzes, J. M., & Posner, B. Z. (2022). The leadership challenges. Jossey-Bass.

Kuhnert, K., & Lewis, P. (1987). Transactional and transformational leadership: A

constructive/developmental analysis. Academy of Management Review, 12(4),

648–657.

Lazier, R. L., Gawne, A. W., & Williamson, N. S. (2016). Veteran family reintegration:

Strategic insights to inform stakeholders’ efforts. Journal of Public and Nonprofit

Affairs, 2(1), 48–57. https://doi.org/10.20899/jpna.2.1.48-57

Leslie, J. (2022, October 4). The leadership gap: How to fix what your organization

lacks. Center for Creative Leadership. https://www.ccl.org/articles/leading-

effectively-articles/leadership-gap-what-you-still-need/

Leykum, L. K., Finley, E. P., Penney, L. S., Johnson, J. P., Pugh, J. A., & Noel, P. H.

(2022). Engaging veterans, caregivers, and system stakeholders to improve VA

home and community-based services. Health Services Research, 57(Suppl. 1),

66–76.

Locke, D. G. (2023). Service members transitioning to civilian life: DOD could enhance

the Transition Assistance Program by better leveraging performance information

(No. GAO-23-106793). U.S. Government Accountability Office.

https://www.gao.gov/assets/gao-23-106793.pdf

145

Mauboussin, M. J. (2012). The true measures of success. Harvard Business Review,

90(10), 46–56.

McMillan, J. H., & Schumacher, S. (2010). Research in education: Evidence-based

inquiry. Pearson.

Melchar, D. E., & Bosco, S. M. (2010). Achieving high organization performance

through servant leadership. Journal of Business Inquiry, 9(1), 74–88.

Méndez, D. (2023, September 3). Mastering the art of leadership: The director’s guide to

success. https://www.linkedin.com/pulse/mastering-art-leadership-directors-

guide-success-dommi-m%C3%A9ndez

Northouse, P. (2022). Leadership: Theory and practice (9th ed.). SAGE Publications.

Owen, K., Mundy, R., Guild, W., & Guild, R. (2001). Creating and sustaining the high-

performance organization. Managing Service Quality, 11(1), 10-21.

Patton, M. Q. (2015). Qualitative research & evaluation methods (4th ed). SAGE

Publications.

Peterlin, J., Pearse, N. J., & Dimovski, V. (2015). Strategic decision making for

organizational sustainability: The implications of servant leadership and

sustainable leadership approaches. Economic & Business Review, 17(3), 273–290.

Reason, C. (2024, May 31). Let’s make a deal leadership! Why leading transactionally

doesn’t work today. LinkedIn. https://www.linkedin.com/pulse/lets-make-deal-

leadership-why-leading-transactionally-reason-ph-d--gsa7f

Ridley, D. (2012). The literature review: A step by step guide for students. SAGE

Publications.

146

Roberts, C. M., & Hyatt, L. (2019). The dissertation journey: A practical and

comprehensive guide to planning, writing and defending your dissertation (3rd

ed.). SAGE Publications.

San Diego Veterans Coalition. (n.d.). San Diego Veterans Coalition.

https://sdvetscoalition.org/

Sawyer, J. D. (2023). Military and veteran support: Programs to help service members

and new veterans transition to civilian life could be enhanced (No. GAO-24-

10783). U.S. Government Accountability Office.

https://www.gao.gov/products/gao-24-107083

Seidman, I. (2006). Interviewing as qualitative research: A guide for researchers in

education and social sciences (3rd ed.). Teachers College Press.

Senge, M. P. (2006). The fifth discipline: The art & practice of the learning organization.

Currency Publishing.

Sinek, S. (2014). Leaders eat last: Why some teams pull together and others don’t.

Penguin Group.

Spears, L. C. (2010). Character and servant-leadership: Ten characteristics of effective,

caring leaders. Journal of Virtues & Leadership, 1(1), 25–30.

Taylor, M. (2017, January 17). Understanding the veterans services landscape in

California. https://www.lao.ca.gov/reports/2017/3525/veterans-services-

011717.pdf

147

Trede, C. (2023). The servant leadership influence on employee engagement: A

qualitative phenomenological study (Publication No. 30492089) [Doctoral

dissertation, University of Massachusetts Global]. ProQuest Dissertations and

Theses Global.

USA Jobs. (2024). Unique hiring paths for veterans.

https://www.usajobs.gov/Help/working-in-government/unique-hiring-

paths/veterans/

U.S. Department of Housing and Urban Development. (n.d.). Module 2.1: The new

service coordination model. https://www.hudexchange.info/trainings/service-

coordinators-in-multifamily-housing-online-learning-tool/2.1-what-is-service-

coordination.html

U.S. Department of Veterans Affairs. (2024, August 6). VA history summary.

https://department.va.gov/history/history-overview/

Van Dierendonck, D. (2011). Servant leadership: A review and synthesis. Journal of

Management, 37(4), 1128–1261.

Ward, B. K. (2020). Major barriers facing veteran transition from military to civilian

workforce: Suggested strategies. International Journal of Business and Public

Administration, 17(2), 60–82.

Watkins, M. D. (2013, May 15). What is organizational culture? And why should we

care? Harvard Business Review. https://hbr.org/2013/05/what-is-organizational-

culture

Wheatley, M. J. (1992). Leadership and the new science: Discovering order in a chaotic

world. Berrett-Koehler Publishers.

148

Witt, C. (2023, June 2). Employee engagement is more than a plus it’s essential. Forbes.

https://www.forbes.com/sites/forbesbusinesscouncil/2023/06/02/employee-

engagement-is-more-than-a-plus-its-essential/

Yemiscigil, A., Born, D., & Ling, H. (2023, February 28). What makes leadership

development programs succeed? Harvard Business Review.

https://hbr.org/2023/02/what-makes-leadership-development-programs-succeed

Yukl, G., Gordon, A., & Taber, T. (2002). A hierarchical taxonomy of leadership

behavior: Integrating a half century of behavior research. Journal of Leadership &

Organizational Studies, 9(1), 15–32.

Yumte, P., Rante, Y., Ronsumbre, J., & Ratang, W. (2017). Influence of the servant

leadership, organizational culture, and employee motivation on work

performance. Journal of Social and Development Sciences, 8(1), 13–19.

Zhang, Y. (2024). Cultivating a culture of innovation: The impact of leadership style on

employee well-being and organizational creativity. International Journal of

Global Economics and Management, 2(1), 202–210.

149

APPENDICES

150

APPENDIX A

Synthesis Matrix

151

152

153

APPENDIX B

Informed Consent

INFORMATION ABOUT: Servant Leadership: How Directors or Service Coordinators

of Veteran Support Services Use Spears’ Four Characteristics—Listening, Stewardship,

Building Community, and Commitment to the Growth of People—to Develop High-

Performing Teams.

RESPONSIBLE INVESTIGATOR: Marcus Moore Doctoral Candidate

PURPOSE OF STUDY: You are being asked to participate in a research study

conducted by Marcus Moore, a doctoral student from the Doctoral of Education in

Organizational Leadership at UMass Global. The purpose of this phenomenological study

is to explore and describe how Directors of Veteran Support Services Use Four Servant

Leadership Characteristics to Develop High-Performing Teams.

The study aims to explore and describe how directors or service coordinators of veteran

support services use four key servant leadership characteristics—Listening, Stewardship,

Building Community, and Commitment to the Growth of People—to develop high-

performing teams. It seeks to fill a gap in the existing research by providing insights into

how these specific leadership characteristics are applied in practice and how they

influence the effectiveness and performance of teams in the context of veteran support

services. The study focuses on understanding the perceptions of these directors regarding

the impact of these characteristics on team development and performance.

By participating in this study, I agree to participate in an (individual and/or group

interview).

The interview(s) will last approximately 30 – 45 minutes and will be conducted in a one-

on-one virtual interview setting via Zoom. Completion of the interviews will take place

October to November 2024.

I understand that:

a. There are minimal risks associated with participating in this research. I understand that

the Investigator will protect my confidentiality by keeping the identifying codes and

research materials in a locked file drawer that is available only to the researcher.

154

b. I understand that the interview will be audio recorded. The recordings will be

available only to the researcher. The audio recordings will be used to capture the

interview dialogue and to ensure the accuracy of the information collected during the

interview. All information will be identifier-redacted and my confidentiality will be

maintained. Upon completion of the study all recordings will be destroyed. All other data

and consents will be securely stored for three years after completion of data collection

and confidentially shredded or fully deleted.

c. The possible benefit of this study to me is that my input may help add to the research

regarding servant leadership and the impact it has on establishing a high performance

teams within Veteran Support Services. The findings will be available to me at the

conclusion of the study and will provide new insights about this study in which I

participated. I understand that I will not be compensated for my participation.

d. If you have any questions or concerns about the research, please feel free to contact

[email protected] or by phone at (XXX) XXX-XXXX cell or Dr. Carol

Anderson-Woo (Advisor) at [email protected] or Dr. Marilou Ryder

(Secondary Advisor) at [email protected].

e. My participation in this research study is voluntary. I may decide to not participate in

the study and I can withdraw at any time. I can also decide not to answer particular

questions during the interview if I so choose. I understand that I may refuse to participate

or may withdraw from this study at any time without any negative consequences. Also,

the Investigator may stop the study at any time.

f. No information that identifies me will be released without my separate consent and that

all identifiable information will be protected to the limits allowed by law. If the study

design or the use of the data is to be changed, I will be so informed and my consent re-

obtained. I understand that if I have any questions, comments, or concerns about the study

or the informed consent process, I may write or call the Office of the Vice Chancellor of

Academic Affairs, UMass Global, at 65 Enterprise Ste 150, Aliso Viejo, CA 92656 (949)

341-7641.

155

I acknowledge that I have received a copy of this form and the “Research Participant’s

Bill of Rights.” I have read the above and understand it and hereby consent to the

procedure(s) set forth.

__________________________________

Signature of Participant

__________________________________

Signature of Principal Investigator

__________________________________

Date

156

APPENDIX C

Thematic Servant Leadership Interview Questions

Directions:

I will be asking the interview questions below regarding the four characteristics of

Servant Leadership based on Spear’s (2010) theoretical framework. Please review the

definitions and interview questions prior to our scheduled interview. You may want to

print and have a hard copy to reference during the virtual interview.

Listening

Listening involves a deep commitment to attentively hearing others, understanding and

clarifying the group’s collective will, and engaging in receptive listening and reflective

periods (Spears, 2010).

Q1: Can you describe how you use listening to understand and clarify the needs of your

team members?

Q2: How does listening impact the performance of your team?

Stewardship

Stewardship involves managing institutions with a focus on commitment to serving the

needs of others before self-interest and leading through openness and persuasion rather

than control. Stewardship in servant leadership encourages a culture of trust,

empowerment, and collaborative success, aligning the goals of individuals with those of

the organization (Spears, 2010).

Q1 - How do you demonstrate stewardship in your role as a Veteran Support Services

Director or Service Coordinator?

Q2 - How does this impact the performance of your team?

Building Community

Building community involves creating an environment where individuals feel united,

valued, and connected to a larger purpose, fostering collaboration and a sense of

belonging. As members grow and stretch their skills, the community as a whole also

progresses (Spears, 2010; Brower, 2020).

Q1: In what ways do you foster a sense of community within your team?

Q2: How does this impact the performance of your team?

157

Commitment to the Growth of People

Commitment to people’s growth is a conscious effort on the part of the leader, to do

everything possible to nurture the growth of every individual within the organization

(Spears, 2010).

Q1: How do you show your commitment to the personal and professional growth of your

team members?

Q2: How has this impacted the performance of your team or of individual team

members?

What do Veteran Support Service Directors or Service Coordinator identify as the most

important strategies to develop a high-performing team to support the organization’s

success?

158

APPENDIX D

Research Participant’s Bill of Rights

159

APPENDIX E

Alignment Table

ALIGNMENT OF RESEARCH AND DATA COLLECTION

Purpose Statement

The purpose of this phenomenological study was to explore and describe how Veteran

Support Service Directors demonstrates or how they use four characteristics of servant

leadership (listening, stewardship, building community, commitment to the growth of

people) as identified by Spears (2010) to develop a high-performing team to support the

organization success.

A further purpose of this study was to identify what Veteran Support Service Directors

believe are the most important strategies to develop a high-performing team to support

the organization’s success.

RESEARCH

QUESTION

VARIABLE DEFINITION INTERVIEW

QUESTIONS

(Probes)

How do

Veteran

Support Service

Directors or

Service

Coordinator use

listening

leadership

characteristics

to support a

high-

performing

team?

Listening Listening involves a deep

commitment to attentively

hearing others, understanding

and clarifying the group’s

collective will, and engaging in

receptive listening and

reflective periods (Spears,

2010).

Question: Can

you describe

how you use

listening to

understand and

clarify the needs

of your team

members?

How does

listening impact

the performance

of your team?

How do

Veteran

Support Service

Directors or

Service

Coordinator use

stewardship

leadership

characteristics

to support a

high-

performing

team?

Stewardship Stewardship involves managing

institutions with a focus on

commitment to serving the

needs of others before self-

interest and leading through

openness and persuasion rather

than control. Stewardship in

servant leadership encourages a

culture of trust, empowerment,

and collaborative success,

aligning the goals of

individuals with those of the

organization (Spears, 2010).

Question: How

do you

demonstrate

stewardship in

your role as a

Veteran Support

Services

Director?

How does this

impact the

performance of

your team?

160

How do

Veteran

Support Service

Directors or

Service

Coordinator use

building

community

leadership

characteristics

to support a

high-

performing

team?

Building

Community

Building community involves

creating an environment where

individuals feel united, valued,

and connected to a larger

purpose, fostering collaboration

and a sense of belonging. As

members grow and stretch their

skills, the community as a

whole also progresses (Spears,

2010; Brower, 2020).

Question: In

what ways do

you foster a

sense of

community

within your

team?

How does this

impact the

performance of

your team?

How do

Veteran

Support Service

Directors or

Service

Coordinator use

commitment to

people’s growth

leadership

characteristics

to support a

high-

performing

team?

Commitment

to the

Growth of

People

Commitment to people’s

growth is a conscious effort on

the part of the leader, to do

everything possible to nurture

the growth of every individual

within the organization (Spears,

2010).

Question: How

do you show

your

commitment to

the personal and

professional

growth of your

team members?

How has this

impacted the

performance of

your team or of

individual team

members?

What do

Veteran

Support Service

Directors or

Service

Coordinator

identify as the

most important

strategies to

develop a high-

performing

team to support

the

organization’s

success?

Question: What

do you believe

are the most

important

strategies for

developing a

high-performing

team that

supports the

organization’s

success?

161

APPENDIX F

UMass Global IRB Approval Email

162

APPENDIX G

Field Test Participant Feedback Questions

My name is Marcus Moore and I’m a doctoral candidate at the University of

Massachusetts Global in the area of Organizational Leadership. I’m a part of a thematic

dissertation team conducting research to explore the ways leaders use these four

characteristics of servant leadership (listening, stewardship, building community and

commitment to people’s growth) to develop a high-performing team to support the

organization’s success. We are seeking to better understand what it is that you do to

develop a high performing team within your organization.

I want to thank you for agreeing to participate in the interview on servant leadership. The

information you give, along with the others, hopefully will provide a clear picture of how

leaders establish a culture of high performance. I sent the definitions related to the

variables of the framework to you prior to this interview to help you understand the aims

of the study and the concepts related to the interview questions I will be asking.

I am conducting approximately 8/10 interviews with leaders like you. The questions I

will be asking are the same for everyone participating in the study and even though it

appears a bit awkward, I will be reading most of what I say. The reason for this is to try

to guarantee, as much as possible, that my interviews with all participants will be

conducted in the same manner.

ProQuest Number:

INFORMATION TO ALL USERS The quality and completeness of this reproduction is dependent on the quality

and completeness of the copy made available to ProQuest.

Distributed by ProQuest LLC a part of Clarivate ( ).

This work is protected against unauthorized copying under Title 17, United States Code and other applicable copyright laws.

This work may be used in accordance with the terms of the Creative Commons license or other rights statement, as indicated in the copyright statement or in the metadata

associated with this work. Unless otherwise specified in the copyright statement or the metadata, all rights are reserved by the copyright holder.

ProQuest LLC 789 East Eisenhower Parkway

Ann Arbor, MI 48108 USA

31840109

2025