Date

4-7-2026

Department

Graduate School of Business

Degree

Doctor of Philosophy in Business Administration (PhD)

Chair

Gene Sullivan

Keywords

servant leadership, project management, complex projects, emerging technology, psychological safety, adaptive leadership, governance

Disciplines

Business | Leadership Studies

Abstract

This qualitative multiple case study explored the effectiveness of servant leadership practiced by project managers while managing highly complex projects in emerging technology domains. These domains included artificial intelligence (AI), cybersecurity, and information technology (IT). Servant leadership was associated with positive team outcomes, but its application in high-uncertainty and high-risk environments, such as projects in these emerging technology domains, had remained underexplored. Data were collected from 25 mid- to senior-level project managers in public- and private-sector organizations using semi-structured interviews, document review, and field notes. Thematic analysis produced 12 themes, including guided empowerment, psychological safety as a form of risk control, barrier removal and buffering, cultural readiness and shared meaning, accountability with boundaries, translation and alignment, adaptive decisiveness, lightweight governance, enablement and feedback systems, adoption and operational continuity, trust-based advocacy and retention, and directive tradeoffs and fragility. The findings indicated that servant leadership could support outcomes in complex emerging technology projects when it was strengthened with clear decision rights, explicit boundary conditions, and adaptive governance mechanisms that preserve empowerment while improving speed, alignment, and risk management. Recommendations included developing project leaders’ competence in adaptive decision-making, governance literacy, and accountability practices that sustain delivery outcomes and stakeholder satisfaction.

Download

Share

COinS