Understanding Servant Leadership in Multicultural Teams: A Phenomenological Inquiry

Abstract

This study aimed to explore the lived experiences of servant leadership in multicultural teams, focusing on how servant leadership practices are enacted and perceived within culturally diverse organizational contexts in China. A qualitative research design grounded in phenomenology was employed to capture participants’ lived experiences. Twenty-two participants with at least two years of experience in multicultural teams were recruited through purposive sampling. Semi-structured interviews were conducted in both English and Mandarin, lasting between 45 and 70 minutes, and continued until theoretical saturation was reached. All interviews were audio-recorded, transcribed verbatim, and where necessary, translated into English. Data were analyzed using NVivo 14, following systematic stages of coding and thematic analysis to extract categories and subcategories that captured the essence of servant leadership in multicultural settings. Analysis revealed four overarching themes: (1) empowering team members, encompassing autonomy, skill development, recognition, trust, innovation, and confidence building; (2) cross-cultural sensitivity, characterized by respect for diversity, language accommodation, adaptive leadership, equity, and cultural curiosity; (3) ethical and humble leadership, reflected in transparency, leading by example, humility, prioritization of collective good, and admitting mistakes; and (4) nurturing team relationships, expressed through active listening, emotional support, trust-building, collaboration, conflict resolution, and encouraging feedback. These findings collectively suggest that servant leadership fosters inclusivity, psychological safety, and innovation in multicultural team contexts. The study concludes that servant leadership is a highly effective approach for managing multicultural teams, as it combines empowerment, cultural sensitivity, ethical humility, and relational care to foster trust, unity, and performance. The findings extend servant leadership theory into multicultural settings, demonstrating its adaptability and relevance in diverse global workplaces.