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Servant Leadership
At the center of servant leadership is a leader's ability to transform a team, department or entire organization by concentrating on their specific needs for direction, individualized coaching, development and recognition. A highly effective servant leader will also have a correspondingly high level of Emotional Intelligence (EI) and exhibit the traits of transformational leadership (Washington, Sutton, Feild, 2006). A highly effective servant leader will often create unique development and training programs that align with the strengths and weaknesses of a given subordinate as well.
Servant leaders also excel at creating team-based cultures that seek to provide their subordinates with an opportunity to gain autonomy, mastery and purpose over their work. These three factors are critical to long-term motivation for learning (Leavy, 2012). Highly effective servant leaders realize that by showing trust, they become trusted. By concentrating on the three foundational...
Creating a culture of achievement engenders greater levels of trust both within an organization across department and within teams. The higher the level of trust and transparency, nurtured by a servant leader, the higher the level of innovation as well (Oliveira, Ferreira, 2012). A transformational leader has the ability to create a very innovative, forward-thinking organization by being the catalyst of trust throughout their teams and with others. One of the most effective strategies for gaining trust is to also be willing to self-sacrifice for an objective. Individual leaders vary in their level and depth of self-sacrifice, yet the highest performing servant leaders regularly show they believe in and continually pursue the broader vision of their department or organization through their actions and words (Washington, Sutton, Feild, 2006).…
References
Leavy, B. (2012). Michael Beer - higher ambition leadership. Strategy & Leadership, 40(3), 5-11.
Oliveira, M.A., & Ferreira, J.J.P. (2012). How interoperability fosters innovation: The case for servant leadership. African Journal of Business Management, 6(29), 8580.
Washington, R.R., Sutton, C.D., & Feild, H.S. (2006). Individual differences in servant leadership: The roles of values and personality. Leadership & Organization Development Journal, 27(8), 700-716.
Servant Leadership Even though servant leadership is in most cases associated with the Bible and Jesus Christ it is quite compatible with most religions and theories of philosophy. This paper is a comparative study using Greenleaf's characteristics of servant leadership which is based on Christianity against other philosophy and other leadership theories. "…The great leader is seen as servant first…"-Robert K. Greenleaf. This is a fragment from a sentence in an essay
Servant Leadership Defining Servant Leadership The principles of Servant Leadership were laid out by founder Robert Greenleaf in his important 1970 book, The Servant as Leader. Greenleaf, to his great credit, wanted to stress the point that leaders should first serve, and later lead through service. The leaders who have power but have not led, and use the power to push his or her own viewpoints and agenda, are not the kind
This is why the journal article advocated more empirical research that is still lacking ten years later (Russell & Stone, 2002, 145). B. Servant Leadership-Greenleaf The primary aspect is that a servant leader is first a servant who feels a natural need to provide for the needs of others (Greenleaf & Spears, 2002, 27). A concrete example of this would have been a leader such as Martin Luther King Jr. who
Therefore, the servant leadership theory reflects the need for analyzing this type of leadership. Servant Leadership Cons There is also certain criticism addressed by some to this theory. It seems that servant leadership provides a too soft approach that does not favor the development of competitiveness within the company. The increased competition in the business environment requires that companies also build a competitive environment within them in order to help employees
Servant Leadership Annotated Bibliography Within the context of organized behavior, leadership is one of the critical and core aspects. True leadership is decision making, but it is more complex. Leaders are not managers -- but they may manage. Leadership is less formal, more psychological, and effective leadership looks at more of the gray than the black and white and enables others, or other teams, to work well to achieve goals while
After all, FDR, Churchill, Lyndon Johnson, have all emerged in history as wonderful leaders, but few of their biographers would describe them as the type of selfless people one could describe as servants. Yet, all three of these men are renowned as excellent leaders. As a reader, I was left cold by Greenleaf's hard sell of the servant-leader idea. In fact, even his allusions to Christ left me wanting