Vol. 1 No. 3 (2015): Journal of Leadership and Management

Dr. Martin Luther King, Jr. and the Chicago Campaign Case: An Intersection of Transformational Leadership and Servant Leadership

Jeffrey L. Godwin
Alex G. McKenna School of Business, Economics, and Government Saint Vincent College, USA
Christopher P. Neck
Department of Management, W. P. Carey School of Business, Arizona State University, USA
Emily R. Godwin
University of North Carolina, Chapel Hill, USA
Published May 29, 2015
How to Cite
Godwin, J. L., Neck, C. P., & Godwin, E. R. (2015). Dr. Martin Luther King, Jr. and the Chicago Campaign Case: An Intersection of Transformational Leadership and Servant Leadership. Journal of Leadership and Management, 1(3). Retrieved from http://leadership.net.pl/JLM/article/view/46


This is a case study of Dr. Martin Luther King, Jr.’s work during the Chicago Campaign in 1966. His actions are analyzed using the transformational leadership and servant leadership frameworks to better understand the effectiveness of Dr. King’s leadership in addressing discrimination in Chicago.


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