Investigating Organizational Fit in a Participatory Leadership Environment

Abstract

This paper examines why colleges and universities will continue to confront organizational fit problems even as they move to more participatory leadership environments. The results of a case study investigating an institution that had adopted servant leadership are presented, focusing on four main themes: (1) emergence of a singular leadership approach; (2) assimilation of a 'participatory' leadership style; (3) coercing people to fit; and (4) lack of awareness about power. Principles from pluralistic leadership models are offered for alleviated organizational fit problems.

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