Abstract article

Servantleadership(SL), a universal, ethicalleadershipstyle, consistently produces high performance and employee engagement. For the last two decades, lack of businessethicsindecision making by senior leaders has resultedinmany negative outcomes, such as the WorldCom scandal. The purpose of this descriptive phenomenological study was to identify and report the lived experiences of senior leadersinrelation to decision makinginSL organizationsinthe southwestern United States. The study's theoretical/conceptual foundations encompassed Maslow's motivation theories, decision theory, spirituality, spiritual intelligence, Cicero's virtue theory ofethics, and Greenleaf's SL. Data collection involved the use of semistructured interviews with a purposive sample of 18 participants who were senior leaders of SL organizations. Data analysis employed Giorgi's method whereby phenomenological reduction revealed meaning units, and psychological reduction reached descriptive psychological structures of experiences by hand coding and integrative data analysis software. Findings confirmed senior leaders' ethical decision makinginSL organizations. Recommendations include addressing ethical decision makinginteamleadershipat the board and operational levels and examining the interrelation of CEO ethicalleadershipand firm performance. Conclusions reached confirm a prevailing structure of experiences as collaborative, interdependent, egalitarian teamwork, a family metaphor. Application of the findings of this study may resultinpositive social change by fostering a more ethical, kinder capitalismineveryday life andinbuilding community with more servant leaders and SL organizations.

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