Using Transcendental Phenomenology to Explore the “Ripple Effect” in a Leadership Mentoring Program - Information

Using Transcendental Phenomenology to Explore the “Ripple Effect” in a Leadership Mentoring Program
Tammy Moerer-Urdahl
University of Nebraska-Lincoln
Lincoln, Nebraska, USA
John W. Creswell
University of Nebraska-Lincoln
Lincoln, Nebraska, USA
International Journal of Qualitative Methods 2004, 3(2)
2004 paper

Online version available at  http://wigan-ojs.library.ualberta.ca/index.php/IJQM/article/viewFile/4470/3594


Transcendental phenomenology, based on principles identified by Husserl (1931) and
translated into a qualitative method by Moustakas (1994), holds promise as a viable procedure for
phenomenological research. However, to best understand the approach to transcendental
phenomenology, the procedures need to be illustrated by a qualitative study that employs this
approach.

 This article first discusses the procedures for organizing and analyzing data according
to Moustakas (1994). Then it illustrates each step in the data analysis procedure of transcendental
phenomenology using a study of reinvestment or the “ripple effect” for nine individuals who have
participated in a youth leadership mentoring program from the 1970s to the present.
Transcendental phenomenology works well for this study as this methodology provides logical,
systematic, and coherent design elements that lead to an essential description of the experience

SERVANT LEADERSHIP: A PHENOMENOLOGICAL STUDY OF PRACTICES, EXPERIENCES, ORGANIZATIONAL EFFECTIVENESS AND BARRIERS - Information

SERVANT LEADERSHIP: A PHENOMENOLOGICAL STUDY OF PRACTICES,
EXPERIENCES, ORGANIZATIONAL EFFECTIVENESSAND BARRIERS
Amy R. Savage-Austin, PhD
Oris Guillaume, DBA
International Journal of Business and Social Research (IJBSR), Volume -2, No.-4, August 2012

http://www.ijbsr.org/images/archive_articles/August2012/4.pdf


This study gathered lived experiences of 15 organizational leaders who practice
the servant leadership philosophy, and explored how business leaders link their servant leadership
practices to their organization’s effectiveness. The qualitative responses obtained during this study
indicated that the perceived organizational barriers that prevent the servant leadership practices are
the organization’s culture, the fear of change, and the lack of knowledge regarding the servant
leadership philosophy.


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