Effectively Transforming Leadership Challenges in a Tertiary Educational Institution Affiliated with the United Church in Jamaica: Positioning Young Transformational Employees to Make the Changes

Leadership in tertiary public education is significant in the global marketplace, and in particular the Caribbean region. Servant leadership is recognized as relevant in the twenty-first century because it promotes service to others over self. Much literature has been documented on the tenets of servant leadership, but very little research has been done on the execution of this type of leadership in toxic public workplace environments. This study investigates the impact of the servant leadership model on the cultural transformation of a community college in the Caribbean. This transformation was achieved using the qualitative method and the following research instruments were used to execute the project: questionnaire, interviews, and observation. Four research questions guided the investigation. This study revealed that the servant leadership model empowered young employees to transform the culture in the institution. Personal transformation is a forerunner for organizational transformation as is supported by Romans 12, which forms the backdrop against which study was launched. The outcomes of this research resulted in a clearer understanding of leadership at different levels in organizations, and points to the synergy that is required among the 4Hs: heart, head, hand, and habit for cultural change. Among the recommendations proposed this study is an apt platform for renewed focus on the value of the features of servant leadership, which is a primary moderator for transformation. Further research is needed in how servant leadership can become embedded in the ecosystem of leadership.