The Emerging Servant Leadership and the False Narrative Among Air Force Chaplains

Background: Air Force chaplains face the duality of serving as servant leader ministers and competitive Air Force officers. This research identified that limited research exists on balancing this dichotomy (Berry, 2015; Davis, 2011; Earnhardt, 2008; Reinke, 2004; Sampayo & Maranga, 2019). Objectives: Explore how Air Force chaplains balance the dichotomy of service (defined as servant leadership) and self (defined as self-first to receive promotion) in a hierarchical organizational culture. Methods/Approach: Action research (Coghlan & Brannick, 2014) was chosen for this study due to its collaborative approach and cyclical nature, which reveal new knowledge. The researcher analyzed data by implementing Saldaña's (2016) streamlined Codes-to-Theory. Reflection journal and session data were included in the data analysis. Air Force chaplains from different faith groups, ranks, and time in service uncovered shared challenges and applicable solutions. Results: Inquiry outcomes identified the False Narrative and the Great Divide. Outcomes analysis revealed an emerging servant leadership culture, the importance of character, and fulfilling duties in a pluralistic environment. Implications: Findings indicate the False Narrative, the Great Divide, character, and fulfilling duties in a pluralistic environment play a role in how Air Force chaplains carry out their duties to serve and care for Airmen and offer guidance to leadership, impacting the Air Force's local and global missions. Conclusions: Findings suggest intentional actions encouraging the emerging cultural change require acknowledging and dispelling the False Narrative, addressing the Great Divide, and providing leadership skills training that nurtures the emerging servant leadership culture while addressing identified concerns.