The Analysis of Food Recovery Organization Leadership: How Transformational and Servant Leaders Overcame a Time of Crisis

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dc.contributor.authorNelson, Dalton Glennen
dc.contributor.committeechairKaufman, Eric K.en
dc.contributor.committeememberVines, Karen A.en
dc.contributor.committeememberMisyak, Sarah A.en
dc.contributor.departmentAgricultural, Leadership, and Community Educationen
dc.date.accessioned2022-11-18T09:00:18Zen
dc.date.available2022-11-18T09:00:18Zen
dc.date.issued2022-11-17en
dc.description.abstractThe COVID-19 Pandemic exacerbated a multitude of systems in the United States in 2020 up to current day. The structure of non-profit organizations across the country weakened as demands escalated for free food resources with specific pressure placed on food banks and food recovery organizations. There were citizens who had not previously relied on free food services who found themselves in drive through pickups, waiting for pre-packaged food boxes or the occasional you-pick operation to feed their families and themselves. The increase in demand for free food services was reacted to by those leading and directing the free food distribution sites through a time of crisis. This qualitative study serves to analyze food recovery organization (FRO) leadership strategies and principles that guided their decision making and problem-solving skills in response to food shortages and supply chain issues. The merge of the eight pillars of transformational and servant leadership theory provided propositional pillars that were tested in practice through interviews with FRO leaders in Appalachia. The discovery of how these leadership strategies were enacted during a time of crisis will guide the development of a training curriculum for nonprofit leaders in the future.en
dc.description.abstractgeneralThe COVID-19 Pandemic exacerbated a multitude of systems in the United States in 2020 up to current day. The structure of non-profit organizations across the country weakened as demands escalated for free food resources with specific pressure placed on food banks and food recovery organizations. There were citizens who had not previously relied on free food services who found themselves in drive through pickups, waiting for pre-packaged food boxes or the occasional you-pick operation to feed their families and themselves. The increase in demand for free food services was reacted to by those leading and directing the free food distribution sites through a time of crisis. This qualitative study serves to analyze food recovery organization (FRO) leadership strategies and principles that guided their decision making and problem-solving skills in response to food shortages and supply chain issues. The merge of the eight pillars of transformational and servant leadership theory provided propositional pillars that were tested in practice through interviews with FRO leaders in Appalachia. The discovery of how these leadership strategies were enacted during a time of crisis will guide the development of a training curriculum for nonprofit leaders in the future.en
dc.description.degreeMaster of Science in Life Sciencesen
dc.format.mediumETDen
dc.identifier.othervt_gsexam:35738en
dc.identifier.urihttp://hdl.handle.net/10919/112670en
dc.language.isoenen
dc.publisherVirginia Techen
dc.rightsIn Copyrighten
dc.rights.urihttp://rightsstatements.org/vocab/InC/1.0/en
dc.subjectFood Recovery Organizationen
dc.subjectCOVID-19 Pandemicen
dc.subjectTransformational Leadershipen
dc.subjectServant Leadershipen
dc.titleThe Analysis of Food Recovery Organization Leadership: How Transformational and Servant Leaders Overcame a Time of Crisisen
dc.typeThesisen
thesis.degree.disciplineAgricultural and Extension Educationen
thesis.degree.grantorVirginia Polytechnic Institute and State Universityen
thesis.degree.levelmastersen
thesis.degree.nameMaster of Science in Life Sciencesen

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