Servant Leadership Effective Senior Leadership

Servant Leadership

Effective senior leadership is an essential criterion in determining the future success of an organization. A study printed in the Journal of Applied Psychology concluded that CEOs significantly impact the efficient functioning of management teams due to the development or eradication of a motivational environment where people are encouraged to succeed. For instance, a president who makes it known that no job is secure develops an environment of fear and distrust among senior managers. However, a CEO who recognizes and accepts reasonable mistakes by people throughout the organization fosters an atmosphere that promotes moderate risk-taking and collaboration. These two different environments have a major impact on the culture of the organization and its performance (Peterson, Martorana and Owen, 1998).

Researchers have analyzed leadership skills from myriad perspectives. Early leadership studies in the 1900s to the 1950s looked at the differences between leader and follower traits. They found that no one characteristic or combination of them completely explains the individual's ability to be a successful role model. Researchers next started to examine how different situations impact leadership skills and actions. Other studies have compared valuable and invaluable leaders and defined the most effective leadership skills that are required by specific organizations. All agree that leadership is a critical but complicated component of organizations.

Not surprising, studies are increasingly finding that people have varying types of leadership traits that encourage others to follow them in different situations. Leaders share no consistent or standard traits. For example, two leaders may have some of the same traits different ones as well. Also, people are drawn to different leadership characteristics depending on the situation.

Researchers have also discovered that these leadership inconsistencies begin early in life. A study by Yeon Lee, Recchia and Sun Shin (2005) in a childcare center found that although some common characteristics were shared across the four preschool leaders, each of them was quite unique in his or her leadership traits and ways of demonstrating leadership in the classroom. Also, each was quite empowering in his or her individual way. The authors state that differences in age group and classroom dynamics impacted children's leadership actions as well as responses from others in their respective classrooms.

These similarities and differences between leaders are also seen in adult leadership styles. For example, there are a number of crossovers between transformational leadership and servant leadership. The former occurs when a person empowers other people, or followers, to share the organization's vision, and, as a result, furthers their potential as individuals. These transformational leaders act as role models and help in the followers' personal growth. Servant leaders place the interests of other people before their own needs and put a stress on the personal development and empowerment of others. The servant leader acts as a facilitator for followers to achieve a shared vision. This person does not look for recognition from the organization nor assume a leadership position on his or her own, but rather only when asked to do so for the best of the people.

Both of these positive leadership styles share a number of similarities. Transformational and servant leaders are motivational and trustworthy individuals, positive role models, considerate towards other people, and good communicators and listeners. On the other hand, transformational leaders are more organizational based; that is, they stress the goals and objectives of the organization. Servant leaders instead place more of their focus on the people in the organization or their followers. The distinction is not a clear cut one, but consists of gray areas.

As the world of business becomes increasingly complex, with faster changes and greater competition, organizations will need powerful leaders as these. Both transformational and servant leaders can quickly react to change, encourage others to embrace it, and also bring about change on their own. Some times it will be easier to adjust to change through organizational adaptations and other times through a more person-focused effort. In a large number of situations, it will take both of these leaders working together.