| The study offered the researcher's conception of hope as it related to leaders who provide human services as a profession. It was based on a synthesis of interview insights, extant literature, and personal experiences and understandings. Hope was described as an empowering force that validated and acknowledged the uniqueness of individuals, enriched perspectives and lives, supported the present, and anticipated an improved future. Hopeful leaders displayed a sense of courage and confidence due to firmly-held beliefs. They were orientated to the well-being of those whom they served and engaged in caring and affirming relationships with them. The leaders were servants who endeavored to enable others to participate in forming their future, to strengthen relationships, to encourage risk-taking, to continue to learn, and to celebrate successes. The leaders offered those whom they served practical help that promoted their sense of efficacy. Leaders gained influence by interacting in an authentic and credible fashion, by being trustworthy, and by extending personal regard and care.;There are implications from this study for hope and hope-fostering that speak to human services leaders. Without pursuit of a formula of hope, it must be recognized that hope is discovered and developed in an environment of affirming and caring relationships. When people sense that they are recognized and affirmed, when their needs are addressed, when they feel capable, and when their beliefs are supported they are enabled to move toward their personally-significant hope. When leaders are conscious of the role of hope in their personal and professional lives, they work to think, to believe, to feel, and to act in hopeful ways. Indeed, it is the leader's responsibility to personally practice and to foster a sense of hope with those whom he or she serves. (Abstract shortened by UMI.);A model was presented representing how hopeful and hope-instilling leaders understand the importance of hope, have experienced the sources and the threats of hope, are committed to create an environment where hope may be fostered, and have the resources that support them as they serve others within a culture that engenders hope. This model has adapted the dimensions of hope, found in Dufault and Martocchio's (1985) model, to illustrate the various way that leaders might engender hope in those whom they serve. |
