Servant leadership theory and Robert Greenleaf's framework

Servant Leadership Theory

There are several leadership theories that address this issue from different points-of-view. There are theories that refer to leadership skills as innate. In accordance with such theories, leaders are born, not made. These theories of leadership usually refer to the military activities. Trait theories on leadership also promote the idea that leaders have inherited skills, and that it is difficult to learn to become a leader. In the case of contingency theories, the factors of the environment significantly influence the behavior of leaders. Therefore, in such cases leaders modify their behavior in accordance with the requirements of the environment.

Behavioral theories state that individuals learn to become leaders through teaching and observation. Situational theories divide leadership styles into autocratic, democratic, charismatic, and others. There are also other theories that refer to leadership styles as transformational or transactional.

Servant Leadership Theory

The Servant leadership theory was developed by Robert Greenleaf in 1970 in the essay "The Servant as Leader." In accordance with this theory, servant leaders are initially servants, but then become leaders. This theory also addresses some of the issues addressed by other leadership theories that state that leaders have innate skills. The servant leadership theory states that certain individuals have an innate orientation towards serving others. In their case, this is a conscious choice that makes them aspire to leading.

There are significant differences between this theory and others. Other leadership theories consider that leaders' behavior is determined by their need and desire of power, or by reaching certain financial and social status. Therefore, there is important contrast between this theory and traditional leadership theories that makes it difficult to accept the servant leadership theory.

The most important skills that servant leaders have are represented by listening, empathy, healing relationships, awareness, persuasion, conceptualization, foresight, stewardship, commitment to human resources development, commitment to developing the community, and others. Some of these skills are possessed by other types of leaders also. In addition to this, there are individuals that have these skills, but are not considered leaders.

Basically, servant leaders behave as supporters of their team. Servant leaders are often found defending their subordinates' mistakes in front of other departments within the company in case. This reveals their serving nature. They feel that their duty is to support others into reaching their potential, improving their skills and abilities, and improving the benefits they receive, sometimes in the detriment of the company, when the needs and objectives of employees are not in accordance with the objectives of the company.

However, this does not mean that the servant leadership theory is entirely wrong. The premises that this theory starts on are positive and oriented towards organizational development. Servant leaders focus on the development of human resources that are the most important resource that companies can have. Therefore, it is likely that the development of human resources influences the development of the company. The issue is that servant leaders are not able of establishing the limits to supporting their employees. They should find a balance between what these employees want and what the company needs.

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 develop the skills required by successfully addressing the business environment.

In addition to this, servant leaders do not impose correction of certain issues and required discipline as often as they should. Their approach in situations that require such actions is usually to use persuasion skills in order to determine employees to modify their behavior. There are also situations where confidentiality must be kept regarding certain issues. Servant leaders are usually open to their subordinates, and tend to reveal confidential issues.

Another issue regarding servant leaders that is criticized is represented by the fact that these leaders, like participative leaders, involve their team members in the decision making process (Joseph, 2006). However, there are situations where such an approach is not to be followed. Therefore, in such situations the servant leader should listen less, and focus more on giving orders intended to address these situations.

In addition to this, some of the effects of servant leadership on companies seem to not be in accordance with the requirements of the business environment. Therefore, servant leaders must modify their behavior in accordance with these requirements. Their behavior also influences the situation of the community.

Implications of the Servant Leadership Theory

The servant leadership theory has significant implications n organizational level. Human resources management is one of the fields where servant leadership seems to be the most influential. The processes and activities within companies are also influenced by the leadership style.

Conclusions

The different types of leadership have different approaches and effects on companies, on employees, and on the business environment. This is because the leadership style represents the response that companies give to the environmental factors that influence their activity. Therefore, it is important that the leadership style is in accordance with the necessities determined by these factors.

The servant leadership style provides significant strong points. These can be mostly observed in the relationship between the leader and his subordinates. In this case, employees feel protected by the leader. They are also involved in the decision making process, and are encouraged to share their opinions. Servant leaders focus on the development of human resources.

However, there are certain issues that servant leaders must improve regarding their approach to leadership. In other words, servant leaders should increase their focus on processes, and not just limit to human resources. This is because there are situations that require the decisions of the leaders, their orders, and not the involvement of employees in the decision making process. In addition to this, leaders should not reveal as much as they do to their employees. It is important that the leader understands the need for focusing on certain processes and on improving the company and its productivity.

Reference list:

1. Gill, R. (2006). Theory and Practice of Leadership. Sage Publications. Retrieved March 28, 2013 from http://books.google.ro/books?id=yNspK3EEFg0C&pg=PA41&dq=servant+leadership+theory&hl=ro&sa=X&ei=HqlUUb_9I5GLswaDzYDwCw&ved=0CDkQ6AEwAg#v=onepage&q=servant%20leadership%20theory&f=false.

2. Lussier, R. & Achua, C. (2010). Leadership: Theory, Application, and Skill Development. Cengage Learning. Retrieved March 28, 2013 from http://books.google.ro/books?id=7ctnVNMtBQgC&pg=PA356&dq=servant+leadership+theory&hl=ro&sa=X&ei=9qlUUb72Ds_mtQbsyYCIBg&ved=0CFMQ6AEwBg#v=onepage&q=servant%20leadership%20theory&f=false.

3. Joseph, E. (2006). An Exploration of the Relationship Between Servant leadership Attributes and Leaders' Negotiation Strategy. Retrieved March 28, 2013 from http://books.google.ro/books?id=m7eGCulKUCgC&dq=servant+leadership+theory&hl=ro&sa=X&ei=CatUUc7bM4KUtQaIjYHoAg&ved=0CGIQ6AEwCTgK.

4. Bugenhagen, M. (2006). Antecedents of Transactional, Transformational, and Servant Leadership: A Constructive Development Theory Approach. Retrieved March 28, 2013 from http://books.google.ro/books?id=GwUNvwc5rPQC&dq=servant+leadership+theory&hl=ro&sa=X&ei=v6tUUfLAPITKsgbzqoGQBA&ved=0CGQQ6AEwCTgU.