Servant Leadership in African Christian Immigrants As An Organizational Strategy To Mitigate The Great Resignation

The purpose of this qualitative phenomenological study was to explore leveraging servant leadership in African Christian immigrants as an organizational strategy to mitigate the Great Resignation. The theories guiding this study are the Competing Value Framework by Robert Quinn and Kim Cameron (2011), Hofstede’s Cultural Dimensions by Geert Hofstede (2011), Social Identity Theory by Henri Tajfel and John Turner (1979, 1986), John W. Berry’s (1992) Acculturation model, and Greenleaf’s (1970, 1998) Servant Leadership. These theories were integrated within the context of faith, culture, and leadership. Study findings indicated that the cultural diversity and basis in faith of African Christian immigrants produced opportunities to exercise influence and leadership within organizational settings. Study findings additionally suggested that servant leadership, when exhibited by African Christian immigrants, helped to both create organizational cultures characterized by positive affect and mitigate the effects of the Great Resignation, a phenomenon wherein significant numbers of employees left their jobs due to various work challenges. The study of servant leadership integrated with cultural diversity as an organizational strategy among African Christian immigrants is relevant in today's globalized environment. The findings reveal that the African Christian immigrant community comprises an essential demographic, as many members possess unique cultural values and beliefs that can significantly shape the work environment. More research is suggested to deepen and extend the findings by expanding the sample size, examining the systemic barriers and leadership development pathways experienced by these leaders, and comparing the characteristics of leaders based on immigrant, regional, and faith backgrounds.