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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…"-obert K. Greenleaf. This is a fragment from a sentence in an essay written in 1970 which adequately covers the essence of servant-leadership theory. This simple and yet profound concept has spawned in various books, journals and articles. Greenleaf intentionally sought to come up with a descriptor that might be held about the existing relationship between a leader and his followers. Servant leadership is a new kind of leadership model that puts serving others as the first priority. Servant leadership puts emphasis on increased service to others; this is a holistic…
References
Smith, C.(2005). The leadership theory of Robert K. Greenleaf. Retrieved February 21, 2014 from http://www.carolsmith.us/downloads/640greenleaf.pdf
Spears, L.(2013).The 10 Gifts of a Servant Leader. Retrieved February 21, 2014 from http://www.dailygood.org/story/447/the-10-gifts-of-a-servant-leader/
Podsada, R.( 2010).10 Characteristics of a Servant Leader. Retrieved February 21, 2014 from http://www.nine10.ca/blog/entries/10-characteristics-of-a-servant-leader
Wallace, R., (2007). Servant Leadership: A Worldview Perspective. Retrieved February 21, 2014 from http://www.regent.edu/acad/global/publications/ijls/new/vol2iss2/Wallace/wallace.htm
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 elements of long-term motivation, a servant leader sets…
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
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 of leaders Greenleaf was referring to. In fact in the Center for Servant Leadership website, the theory and philosophy of Servant Leadership is clearly spelled out: "A servant-leader focuses primarily in the growth and well-being of people and the communities to which they belong…the servant leader shares power, puts the needs of others first and helps people develop and perform as highly as possible" (www.greenleaf.org).
In this paper the goal will be to define and explain servant leadership…
Works Cited
Center for Servant Leadership. (2010). What is Servant Leadership? Retrieved February 25,
2013, from https://www.greenleaf.org .
Greenleaf, Robert. (2010). Ten Principles of Servant Leadership. Butler University. Retrieved February 25, 2013, from http://www.butler.edu .
Meixner, Cara. (2010). Reconciling Self, Servant Leadership, and Learning: The Journey to The East as Locus for Reflection and Transformation. Journal of Leadership Studies, 3(4),
This is why the journal article advocated more empirical research that is still lacking ten years later (ussell & 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 exhibited this capacity. Certainly, his leadership without doubt changed the face of the American landscape forever. Without it, the United States might still be the segregated and less equal place that it was in the days of separate rest rooms, lunch counters and segregated buses. The impact upon America's racial situation was immediate and positive. While things may not be ideal today, without such leadership, things would be worse. For this reason, more research is necessary.
C. Explain the…
References
Greenleaf, R.K., & Spears, L.C. (2002). Servant leadership: a journey into the nature of legitimate power and greatness. Mahweh, NJ: Paulist Press.
Russell, R.F., & Stone, a.G. (2002). A review of servant leadership attributes: developing a practical model. Leadership & Organization Development Journal, 23(3), 145±157.
Somech, a. (2003). Relationships of participative leadership with relational demography variables: a multi-level perspective. Journal of Organizational Behavior, 24, 1003 -- 1018.
Van Wart, M. (2003). Public-sector leadership theory: An assessment. Public Administration Review,
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 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…
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.
Servant Leadership Annotated Biliography
Within the context of organized ehavior, leadership is one of the critical and core aspects. True leadership is decision making, ut it is more complex. Leaders are not managers -- ut they may manage. Leadership is less formal, more psychological, and effective leadership looks at more of the gray than the lack and white and enales others, or other teams, to work well to achieve goals while demonstrating elief in their actions. Servant leadership is a rather modern philosophy and practice of leadership, first defined y Roert Greenleaf, ut supported y numerous others. The concept is a change in management style from the authoritarian to the qualities of listening, empathy, healing, persuasion, stewardship, and growth. Essentially, this gives the individual leader authority rather than power (Greenleaf, 2002).
Brown, L.M. And B.Z. Posner. (2001). "Exploring the Relationship Between Learning
And Leadership," Leadership and Organizational Development. May, 2001:…
bibliography and suggested reading list. It focuses on public service, particularly the theory of how servant leadership can proatively impact public service industries and change the manner in which bureaucracy and outdate rules can change the entire paradigm of "service." Likely this material is more of use to academics, leadership students, and those wishing to adopt a more servant style in their daily organization.
Wallace, R. (2011). Servant Leadership -- Leaving a Legacy. Lanham, MD: Rowman and Littlefield.
Not academic in tone, but part of a set of books that take the core philosophy of servant leadership and puts it squarely within a personal crisis situation. The book takes the paradigm of servant leadership and places it within the daily lives of regular people and asks us to find ways that servant leadership can build integrity driven leaders who will use vision, innovation, and emotional intelligence to transform an organization.
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 a greater explanation, because, if I did not have a strong theological background, I probably would not understand how some of Jesus' acts prior to death could be considered servile actions.
Conclusion
In this book, Greenleaf does an excellent job of explaining what he means by the term servant leader. He gives an in-depth description of the attributes that he thinks are necessary for an excellent leader. Moreover, he gives in-depth explanations of how servant-leaders can take up the mantle in…
Servant Leadership
Applying Distributed Leadership and Servant Leadership
In a Middle School Environment
The effects of distributed and servant leadership within a middle school environment is best measured and made most relevant when student achievement scores, both in the short- and long-range, significantly exceed regional and national averages. Only by creating an agile, strong and highly effective distributed leadership plan for continual learning process and training improvement can any middle school hope to create a strong catalyst of education that will enable students to excel beyond the average (Shakir, Issa, Mustafa, 2011). The traditional, hierarchic and often transactionally-based leadership models that rewarded didactic, often inflexible techniques of teaching are being proven incredibly out of touch with 21st century student needs (Sussan, Ojie-Ahamiojie, Kassira, 2008). Distributed and servant leadership needs to concentrate more on create a learning ecosystem that can quickly translate tacit and implicit knowledge shared among all members of…
References
Andy Hargreaves, & Dean Fink. (2008). Distributed leadership: democracy or delivery? Journal of Educational Administration, 46(2), 229-240.
Reed, L., Vidaver-cohen, D., & Colwell, S.. (2011). A New Scale to Measure Executive Servant Leadership: Development, Analysis, and Implications for Research. Journal of Business Ethics, 101(3), 415-434.
Shakir, F., Issa, J., & Mustafa, P.. (2011). Perceptions towards Distributed Leadership in School Improvement. International Journal of Business and Management, 6(10), 256-264.
Sussan, A., Ojie-Ahamiojie, G., & Kassira, R.. (2008). The Role of Faculties as Leaders in Higher Education. Competition Forum, 6(2), 391-397.
Because at the intersection of a persons' greatest talents and passion is where anyone can excel beyond what is possible in any other area of their lives. A development leader, a servant leader in any educational institution must see that as their mission in life; helping students find those core strengths and helping the students align them with their passions. That is how any student is given the foundation of excelling in their lives.
A servant leader then is one who looks out for that intersection of talent and passion in others and helps them get to that point. As a result of this focus, servant leaders also have a unique set of traits as well. First, they are highly transparent; people know what their true motives are, and as a result they are highly trusted in many organizations. Second, they are known for having excellent listening skills, empathy, a…
Servant Leadership -- obert K. Greenleaf
Introduction to obert K. Greenleaf
In order to examine the views and philosophies of obert K. Greenleaf -- even before reading his book -- it is helpful to review the Web site which fully describes his brainchild, "The obert K. Greenleaf Center for Servant Leadership." The late Greenleaf, a former executive at AT& T, began his initial career there in management research, development and education. Following his work at AT& T, Greenleaf became a respected lecturer and consultant for MIT, Harvard Business School, and Dartmouth College.
It was during the 1960s, the anti-Vietnam war years when many young people were rejecting traditional American values that Greenleaf began to develop his theory that the institutions in America were not fulfilling their responsibilities in serving the needs of the people. He wrote an essay in 1970 called The Servant as Leader, in which he pointed out…
References
Greenleaf, Robert K. Servant Leadership: A Journey into the Nature of Legitimate Power &Greatness. Mahwah, New Jersey: 1977.
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…
References
Peterson, R., Martorana, P, Smith, D. And Owens, P.(1998). The Impact of Chief Executive Officer Personality on Top Management Team Dynamics: One Mechanism by Which Leadership Affects Organizational Performance. Journal of Applied Psychology 88(5), 795-808.
Smith, B., Montagno, R., and Kuzmenko, T. (2004). Transformational and servant leadership: content and contextual comparisons. Journal of Leadership and Organizational Studies 10(4), 80-92.
Yeon Lee, S., Recchia, S.L., and Sun Shin, M. (2005) Not the same kind of leaders: four young children's unique ways of influencing others. Journal of Research in Childhood Education 20(2), 132-149
Leadership Annotated Bib
Culver, Mary K. (2009). Applying Servant Leadership in oday's Schools. Eye on Education:
Larchmont, NY. his text focuses on how an educator or member of educational administration can use methodologies first utilized in business practices to become a more effective leader. he text is broken down into scenarios wherein an administrator and/or a teacher had a behavioral or some other issue inside the classroom. he thesis then becomes that by reading the given scenarios, the reader can learn by the examples provided.
he book teaches the reader how to apply the scenarios in the text to real world situations. By doing so, the reader can then apply their own real life situations and try to glean lessons which can be equally applied to the rest of their educational experience.
Hannigan, John B. (2008). Leadership in Higher Education: an Investigation of Servant
Leadership as a Predictor of College…
This text is useful in research because it has a unique perspective. Nichols believes that all teachers, whether they are aware of it or not are participants in servant leadership.
Sipe, James W. And Don M. Frick (2009). Seven Pillars of Servant Leadership: Practicing the Wisdom of Leading by Serving. Paulist: Mahwah, NJ. This book discusses the basic principles of servant leadership. It allows the reader to understand what this type of leadership means both within its own meaning and within the context of other leadership methodologies. It also provides the reader with important lessons on how to become a more effective leader. Sipe and Frick break down the different components on effective leadership and allow the reader to accept or reject different techniques based upon their individual strengths and weaknesses.
The book can be used as an effective research tool because it acts as a basic guide for those with limited knowledge of servant leadership. It ensures that I have an understanding of this leadership and what it requires of me in terms of becoming a more effective leader. From here, I can formulate my own individual plan for more effective leadership.
Servant Leadership
obert Greenleaf developed the concept of servant leadership around the idea that leaders contribute to their organizations the most when they facilitate the people under their charge to be at their best. According to his organization's website, servant leadership is "servant first ... the natural feeling that one wants to serve" (Greenleaf.org, 2015). This juxtaposes the more traditional view of leadership that puts the leader first. In that more traditional view, there are a number of different leadership styles that a leader can have, and most of the scholarly focus is on either leadership styles or traits, to determine what types of leadership are most effective, and what defines leadership practice (Manktelow, 2015). What differentiates servant leadership is that the perspective shifts from being about the leader to being about anything but the leader. The leader has a role, but that role is to facilitate the excellence of…
References
Crippen, C. (2004). Servant-leadership as an effective model for educational leadership and management: First to serve, then to lead. Management in Education Vol. 18 (5) 11-16.
Greenleaf.org (2015) . What is servant leadership? Greenleaf.org. Retrieved September 19, 2015 from https://greenleaf.org/what-is-servant-leadership/
Manktelow, J. (2015). Leadership styles. Mindtools.com. Retrieved September 19, 2015 from https://www.mindtools.com/pages/article/newLDR_84.htm
Spears, L. (2002). Introduction: Tracing the past, present and future of servant leadership. Focus on Leadership. Retrieved September 19, 2015 from http://civicleadership.lipscomb.edu/uploads/41763.pdf
Leadership Theory and Style in My Career
My particular leadership style is servant leadership because this fits my job as a coordinating manager. I work with various teams to arrange meetings, do updates, clarify aims and agendas, answer questions, communicate frequently and effectively, and provide adequate and orderly assistance. By applying the principles of servant leadership, namely putting others first before myself and "prioritizing the needs of others," I aim to please and assist in every way possible so that the maximum coordination can be achieved (Liden, Wayne, Liao, Meuser, 2014, p. 1434).
Leadership has had many definitions over the years (Northouse, 2016) but perhaps the best way to describe a theory of leadership is to discuss its components. Leadership is essentially a process that influences groups to achieve a common goal (Northouse, 2016, p. 6). This can be achieved by developing a theory of leadership that fits one's needs…
References
Liden, R., Wayne, S., Liao, C., Meuser, J. (2014). Servant leadership and serving culture: Influence on individual and unit performance. Academy of Management Journal, 57(5): 1434-1452.
Northouse, P. (2016). Leadership: Theory and Practice, 7th Ed. LA: SAGE.
Parris, D., Peachey, J. (2013). A systematic literature review of servant leadership theory in organizational contexts. Journal of Business Ethics, 113(3): 377-393.
strong leader. To be a leader in any field requires a ton of empathy, and a desire to want to do right by those working or learning underneath one's supervision and authority (Spears, 2005, p 2). In a 2005 article, Larry Spears describes a new image of leadership -- the servant leader. This is the idea that the leader aims to serve the ones working under them in order to better facilitate those individuals' own personal and educational development. The argument presented does co-align with the principles of the Carter & Moyers Standards at Lincoln Memorial University.
The primary assumptions of the concept of servant leadership follow the idea that one feels the need to serve others. Servant-leadership is essentially a stance where leadership actually empowers the individual being led. Leadership is not expressing one's authority to other's dismay, but rather the ability to understand where others are and work…
References
Lincoln Memorial University. (2012). Standards & candidate proficiencies alignment matrix. Carter & Moyers School of Education. Web. Retrieved October 16, 2012 from http://sharepoint.lmunet.edu/colej/Shared%20Documents/STANDARDS_Matrix.pdf
Spears, Larry C. (2005). The understanding and practice of servant leadership. Servant Leadership Research Roundtable. School of Leadership Studies Regent University.
Introduction
Often leaders and people may feel inclined to place the blame or responsibility outside of themselves. Taking responsibility for one’s own actions and thinking presents as a major challenge, leading to additional problems in the long run. People have seen this before as their boss or manager shifts the blame to their employees rather than owning up to their own failures and it leads to instability within the company. Servant leaders are a different kind of leader. Leaders stemming from a fairly new philosophy and leadership style, they self-reflect and own up to their mistakes as any good leader should because they understand the need to work together and complete a goal. Servant leadership offers an alternative to the traditional forms of leadership: transactional and transformational and steps away from the often fatalistic mentality of stereotypical leadership roles. Although such leadership styles have their place in society, servant leadership…
References
Bertocci, D. I. (2009). Leadership in Organizations: There is a Difference Between Leaders and Managers. Lanham, MD: University Press of America.
Blanchard, K., & Broadwell, R. (2018). Servant Leadership in Action: How You Can Achieve Great Relationships and Results. Oakland, CA: Berrett-Koehler Publishers.
Dierendonck, D. V., & Patterson, K. (2018). Practicing Servant Leadership: Developments in Implementation. Basingstoke, England: Springer.
Enyia, S. O. (2018). Servant Leadership. Page Publishing.
Flint, B. B. (2011). The Journey to Competitive Advantage Through Servant Leadership: Building the Company Every Person Dreams of Working for and Every President Has a Vision of Leading. Nashville, TN: WestBow Press.
Meacham, W. (2012, May 14). Definition and Explanation of Lifespan Development Psychology. Retrieved from https://owlcation.com/social-sciences/What-is-Lifespan-Development-Psychology-Exploring-Development-Through-Lifespan
PennState. (2016, June 26). What Google is Getting Right with Servant Leadership. Retrieved from https://sites.psu.edu/leadership/2016/06/26/what-google-is-getting-right-with-servant-leadership/
Spears, L. C., & Lawrence, M. (2002). Focus on Leadership: Servant-Leadership for the Twenty-First Century. Hoboken, NJ: John Wiley & Sons.
Leadership Models
Compare servant leadership to two other leadership models.
Servant, transformational, and authentic leadership have common similarities and differences. The mode of application, style they have used and implementation approach is some of the things that differentiate the three leadership models (Northouse, 2010). Organizational theorists developed the concept of servant leadership. These theorists argue that leadership must meet the primary needs of others. This leadership theory focuses on understanding the leader's role as a servant. Both the servant leadership and transformational leadership have exhibit relative analogous features. This is because the tow tries to explain and define leadership styles that are people oriented. The three theories focus on concepts in the frameworks of vision, modeling, delegation, integrity, trust, and influence. Both theories have emphasized on the value of appreciating, teaching, empowering, and mentoring followers. Evidence of integrity is seen in leaders when they are committed to building the organization…
References
Avolio, B.J., & Yammarino, F.J. (2002). Transformational and charismatic leadership: The road ahead. Amsterdam; New York, N.Y: JAI, an imprint of Elsevier Science.
George, Bill & Bennis, Warren. (2008) Authentic Leadership. Rediscovering the Secrets to Creating Lasting Value. Boca Raton: CRC Press Taylor & Francis Group.
Marshall, S. (2011). Transformational leadership in nursing: From expert clinician to influential leader. New York, NY: Springer
Northouse, P. (2010). Leadership: theory and practice. New York: Thousand Oaks: Sage
Servant Leadership in Hinduism and the Indian cultural context
Introduction
The servant leadership approach provides a distinctive outlook to literature on the subject of leadership, given its focus on leaders as firstly being servants. The above standpoint traverses organizational focus, concentrating instead on followers’ interests (Dierendonck & Patterson, 2010). This form of leadership has been ascribed to Christians and has been thoroughly examined by the scholars of the West. However, researches that explore a servant leadership model in the Hindu religion and Indian cultural context are yet to be conducted (Irving, 2010) and consequently, this paper aims to fill the aforementioned gap in literature and examine the servant leadership approach in Hinduism and Indian culture.
One of the most diverse and interesting nations across the world is India, characterized by several cultures, languages, religions and castes. The nation has witnessed the influence of a number of prominent, exceptional leaders such…
References
Barnabas, A., & Clifford, P. S. (2012). Mahatma Gandhi–an Indian model of servant leadership. International Journal of Leadership Studies, 7(2), 132-150.
Carroll, B. C., & Patterson, K. (2014). Servant leadership: A cross cultural study between India and the United States. Servant Leadership: Theory & Practice, 1(1), 16-45.
Dierendonck, D., & Patterson, K. (2010). Servant leadership: Developments in theory and research. New York, NY: St. Martin\\\\'s Press LLC.
Gandhi, M. K. (1948a). Gandhi’s Autobiography - The story of my experiments with the truth, translated from Gujarati by Mahadev Desai. Washington DC: Public Affairs Press.
Gandhi, M. K. (1948b). Delhi diary (Prayer Speeches from 10-9-47 to 30-1-48). Ahmedabad: Navajivan Publishing house.
Irving, J. (2010). Cross-cultural perspectives on servant leadership. In D. Dierendonck & K. Patterson (Eds.), Servant leadership: Developments in theory and research (pp. 85-86). New York, NY: Palgrave McMillan.
Sendjaya, S., Sarros, J. C., & Santora, J. C. (2008). Defining and measuring servant leadership behaviour in organizations. Journal of Management Studies, 45(2), 402-424.
Compare and Contrast Paper on Servant Leadership
Servant Leadership Theory was given by Robert Greenleaf that focuses on the leaders being the servant of their people, serving them in every possible way (Burkus, 2010). The words' servant' and 'leader' are both contradictory to each other, but the subtleties of this relationship, in which the servant leads through serving others, is unique and distinctive, fulfilling the aspects of successful leadership (Rachmawati, 2014). This theory was emphasized and analyzed more by other theorists like Larry Spears, who laid out the character traits of a servant Leader including, understanding, listening, encouragement, health-giving, far-sightedness, stewardship, conceptualization, assurance to growth and progressing the community (Burkus, 2010).
If we carefully look at the servant leadership characteristics, they coincide with the laws of leadership by Maxwell. For case in point, listening, which is very important in servant leadership as their main motive is to serve the people…
Leading Complex Organizations
The case "You have to lead from everywhere" is told from the perspective of Thad Allen, who is the national incident commander for the Deepwater Horizon response. The Deepwater Horizon event was considered to be a total government response, where different agencies were responsible for different components of the response. The challenge, as Allen describes, was "creating unity of effort," or getting everybody to perform their disparate roles in line with a common objective, in a time of crisis. Some of the more significant challenges that Allen identified were with respect to things that were not strictly a part of the response doctrine for oil spills under law -- things like seafood safety and behavioral health problems. The effort was further complicated by dealing with BP, and with the varying interests of both the public and of the different layers of government (Berinato, 2010).
Allen identified that…
References
Berinato, S. (2010). You have to lead from everywhere. Harvard Business Review. Retrieved June 24, 2015 from https://hbr.org/2010/11/you-have-to-lead-from-everywhere
Graeff, C. (1997). Evolution of situational leadership theory: A critical review. Leadership Quarterly. Vol. 8 (2) 153-170.
Hartley, J., Sorensen, E. & Torfing, J. (2013). Collaborative innovation: A viable alternative to market competition and organizational entrepreneurship. Public Administration Review. Vol. 73 (6) 821-830.
Kotter, J. (2008). Force for change: How leadership differs from management. The Free Press: New York.
Servant-Leadership in the Character of Caesar: A Film Critique of Dawn of the Planet of the Apes
Caesar from the film Dawn of the Planet of the Apes provides an example of servant-leadership, the presence of which affects the drama of life within the context of the film's storyline. Caesar leads his band of apes through a moral and conscientious example that includes empathy. However, Caesar is also a character who has an arc within the storyline so that he too is developing as a leader, after undergoing a particular trial involving a rebellious ape angry at Caesar's befriending the humans. In the end, Caesar learns a valuable lesson about trust, mercy, acceptance, and judgment -- and through the various examples in which the "common good" is elevated above selfish desires and vengeance, Caesar exemplifies the notion of servant-leadership.
For Caesar, a philosophy of life is important and his is…
References
Dekker, S. (2012). Just Culture: Who Gets to Draw the Line? Journal of Cognition,
Technology and Work 11(3): 177-185.
Festinger, L. (1957) A Theory of Cognitive Dissonance, IL: Row, Peterson.
Hall model.
Servant Leadership Questionnaire (SLQ) was an eye-opener as it highlighted some very specific areas in which servant leadership can be expressed and shown -- ways that I had never thought of before. I was forced to consider how I stack up in these areas as a servant leader. Before, I was simply bringing "my own traits and ideas about leading" (Northouse, 2016, p. 232) to the situation -- but after this questionnaire, I realized that others have expectations and needs that I was unaware of. This really opened my eyes to what being a servant leader is all about.
My questionnaire responses indicate that my personal leadership philosophy is partly in line in with servant leadership and partly has room to grow in this area, but as Keith (2009) points out, there is still some growing on my part that must be done in terms of identifying all the various…
References
Northouse, P. G. (2016). Leadership: Theory and practice (7th ed.). Thousand Oaks: CA:
Sage Publications.
Keith, K. (2009). Servant leaders. Leadership Excellence, 26(5), 18-19.
Retrieved from the Walden Library databases.
Servant Leadership Redo Assign. Order Servant Leadership
(n.d.). Open your mind inclusion & innovation. Unpublished raw data, University of Nebraska, Lincoln, Nebraska.
This presentation starts by describing what a servant leader is, and it then looks at what it actually takes if one is interested in becoming a servant leader. The presentation is very detailed in evaluating what an individual must do in order to become a leader in their community, and the University has come up with an abundance of questions they list to all people who are interested in becoming an active servant leader in their area. The questions are also the beginning of what a devoted individual needs to consider and ask them first and foremost before they even go any further in wanting to be in such a position. If the answer is no to any of the questions, then it is suggested that these issues…
Servant leadership is a form of leadership that challenges the old top-down paradigm of leadership and suggests that the best leaders are those who work for their followers instead of having their followers work for them. This philosophy does not mean that servant leaders cannot delegate responsibilities or apply other effective management skills, but focuses strongly one two things: 1) the goal of the leader and 2) the benefits that the followers get from following the leader. "A servant-leader focuses primarily on the growth and well-being of people and the communities to which they belong. While traditional leadership generally involves the accumulation and exercise of power by one at the 'top of the pyramid,' servant leadership is different. The servant-leader shares power puts the needs of others first and helps people develop and perform as highly as possible" (obert K. Greenleaf Center, 2014). According to Greenleaf, the best way to…
References
Robert K. Greenleaf Center for Servant Leadership. (2014). What is servant leadership?
Retrieved May 12, 2014 from Greenleaf website: https://greenleaf.org/what-is-servant-leadership/
Servant Leaders
Conceptualizing and emotional healing and two very important parts of servant leadership (Northouse, 2016). Each allows the servant leader to embrace the situation and be part of it through an intuitive process that promotes growths and unity. Conceptualizing for example allows the servant leader to realize and understand the mission or spirit of the organization for which he is operating. He has a deep comprehension of this mission and makes it his own, so that he is one with it and the ideals that the organization promotes flow out through him as a result. Emotional healing is what is meant by being involved in another person's feelings: it means taking care to not offend others and to sympathize with them and to be a listener and an empathetic force in their recovery and growth.
While transformational leadership is about transforming those around us to be better people, better…
References
Northouse, P. G. (2016). Leadership: Theory and practice (7th ed.). Thousand Oaks: CA:
Sage Publications.
Hunter, E. M., Neubert, M. J., Perry, S. J., Witt, L. A., Penney, L. M., & Weinberger, E.
(2013). Servant leaders inspire servant leaders: Antecedents and outcomes for employees and the organization. The Leadership Quarterly, 24(2), 316-331.
I get no reward financially for making this happen, but by selflessly serving I am rewarded in my spirit and my heart knowing that dog won't have to be locked up in a kennel anymore. My eyes light up when the family with one little boy and a little girl now have a friendly, healthy and fun dog in their home!
QUESTION THREE: I want to continue on the path of selfless serving throughout my life, so ASSIST is an opportunity to become a more well rounded person. Helping others as a servant of society, willingly pitching in, rolling up my sleeves -- employing the work ethic I learned while growing up on a big ranch -- to be part of a highway cleanup project, is my idea of how I will become an even greater asset to the community. Perhaps the volunteer work will be in cutting brush around…
I. Introduction
The Mechanical Engineers Organization at University of Tulsa has a number of needs that it seeks to address in the coming years in order to grow and develop to its fullest potential. The Organization is composed of national and international students from the University and is led by professors at the University. It seeks to increase its membership and initiate several projects to help provide its members with appropriate experience in their field. It also seeks to build more relationships with external companies and leaders so that members can begin to invest in their futures and potential careers as mechanical engineers by getting to know people already entrenched in the industry. Servant Leadership Theory can be effectively applied in helping this Organization because the Theory helps people to identify their goals and needs by promoting active listening, inclusivity, diversity, openness, humility, and selflessness in the service of assisting…
References
Cacamis, M. E., & El Asmar, M. (2014). Improving project performance through
partnering and emotional intelligence. Practice Periodical on Structural Design & Construction, 19(1), 50-56.
Hanif, M., Khan, S., Zaheer, A. (2014). Impact of organizational resistance to change on
BPR implementation. European Journal of Business and Management, 6(4): 186-196.
Kissack, H., Callahan, J. (2010). The reciprocal influence of organizational culture and
training and development programs: Building the case for a culture analysis within program planning. Journal of European Industrial Training, 34(4): 365 – 380.
Nees, T. (2014). On becoming a servant leader. Retrieved from
http://tomnees.com/leadership/on-becoming-a-servant-leader/
Team Building through Servant Leadership Philosophy
Neill, M., Hayward, K., & Peterson, T. (2007). “Students' Perceptions of the Interprofessional Team in Practice Through The Application of Servant Leadership Principles.” Journal of Interprofessional Care, 21(4), 425-432
Neill, Hayward, and Peterson (2007) investigated the perceptions students have concerning interprofessional teams in practice using the principles of servant leadership. The sample that was studied was students from different professions within the health sector, subjected to a similar framework. The students provided care using mobile wellness services. These teams had a central source of communication coordinated by a faculty member of the health profession. An Interdisciplinary Education Perception Scale was used to measure the perceptions of interdisciplinary practice. Further, a pretest-posttest research design was employed in checking whether the desired outcomes were achieved. After a multivariate analysis was performed, a significant variation was observed between the pretest and post-test results. Through the student’s score…
References
Neill, M., Hayward, K., & Peterson, T. (2007). Students\\' perceptions of the interprofessional team in practice through the application of servant leadership principles. Journal of Interprofessional Care, 21(4), 425-432. http://dx.doi.org/10.1080/13561820701443512
Song, C., Park, K., & Kang, S. (2015). Servant Leadership and Team Performance: The Mediating Role of Knowledge-Sharing Climate. Social Behavior and Personality: An International Journal, 43(10), 1749-1760. http://dx.doi.org/10.2224/sbp.2015.43.10.1749
Richard Branson: Servant Leader
As Robbins and Judge (2017) point out, technical skills are not enough for a leader of an organization to be successful. Interpersonal skills are also necessary—mainly because a leader must be able to develop strong relationships with followers in order to achieve organizational goals. Richard Branson has shown himself to be exceptional at developing relationships with followers, communicating his vision, and serving his workers so that they in turn will serve the vision and achieve the goals that Branson has set out for himself and his teams.
What specifically has Branson achieved? Branson launched the Virgin brand in the late 1960s when he began selling records in the UK from his church basement. He started the record label Virgin Records in 1972, and the airline Virgin Atlantic in 1984. None of it would have been possible without his focus on the need to serve others and…
References
Entrepreneur. (2008). Richard Branson: The PT Barnum of British business. Retrieved from https://www.entrepreneur.com/article/197616
Gallo, C. (2013). How Southwest and Virgin America Win by Putting People Before Profit. Retrieved from http://www.forbes.com/sites/carminegallo/2013/09/10/how-southwest-and-virgin-america-win-by-putting-people-before-profit/
Robbins, S. & Judge, T. (2017). Organizational Behavior, 17th Edition. UK: Pearson.
Zeveloff, J. (2011). Richard Branson: How a canceled flight led to the world’s greatest travel empire. Retrieved from https://www.businessinsider.com/richard-branson-entrepreneur-visionary-2011-5/
Leadership philosophy denotes the values, beliefs, and principles that define or influence how a leader leads their followers. There are many different leadership philosophies, but one philosophy that particularly resonates with the author’s leadership philosophy is servant leadership. Servant leadership is about serving others and prioritising the needs of others. As demonstrated in this paper, servant leadership is a leadership philosophy that is applicable at the workplace as well as in one’s personal life. Servant leadership is crucial for building strong relationships, trust, respect, and collaboration between the leader and their followers. In spite of some shortcomings, servant leadership – if effectively applied – can result in more fulfilling workplaces and personal lives.
Introduction
Whereas there is no universally agreed definition, leadership essentially means the process of influencing a group of people to accomplish a shared goal or objective (Northouse, 2013). A leader offers guidance, direction, and motivation. Different leaders…
Introduction
Servant leadership is a theory that was proposed by Robert Greenleaf. In this particular leadership model, the leader serves others with no thought for his or her own self-interest. In other words, the fundamental motivation of the leader in this leadership model is to serve first. The different characteristics that portray servant leadership include encouraging participation, improving the self-worth of others, valuing other individuals, facilitating the release of others’ creativity, inspiring commitment and loyalty and sharing power (Spears, 2010). In accordance to Northouse (2018), 10 characteristics that are pivotal to the development and advancement of servant leadership comprise of listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth of people and building community. The main purpose of this paper is to portray the different characteristics that make President Thomas Jefferson a servant leader.
President Thomas Jefferson Profile
Thomas Jefferson was the third President of the United…
Outline
I. Introduction with thesis statement: Servant leaders and their followers are two sides of the same coin, as both followership and servant leadership require a dedication to shared values and goals.
II. Topic 1 sentence: Unlike the concept of followership, servant leadership is ultimately about making strong decisions with vision and foresight.
Subtopic 1: Within the framework of servant leadership, followers offer input and feedback but are not responsible for making important decisions.
Subtopic 2: Servant leaders are entrusted with the power of foresight, but do rely on followers for ideas and alternative points of view.
Subtopic 3: While some followers may have valuable insight, followership does not require the cultivation of a cohesive vision.
III. Topic 2 sentence: Both servant leadership and followership require strength of character, selflessness, and collaboration to achieve mutual goals.
Subtopic 1: A servant leader must have strong character, whereas followership is more about…
Introduction
Have you heard about servant leadership in the army? What about followership in the army? Have you been asked to write an essay about these topics? Many students in the military will be asked to write about leadership.
This article will show you how to write an essay about a specific topic of leadership as it pertains to the army or the military more generally. For one, this article shows you how to broach the topic of servant leadership and followership in the army, which is a common concept in the field of leadership studies.
Another topic this article covers is followership in the army. Follwership is a concept that focuses more on followers and their behaviors, which create all the overt features of an organization’s culture. Followership is especially salient in military organizational behavior, military leadership, and military management because of the organizational structure and culture of the…
Essay Prompt:
Read two journal articles relating to Team Building through Servant Leadership philosophy.
Submit a written analysis (one to two pages) for each article, and attach a copy of the article.
Neill, M., Hayward, K., & Peterson, T. (2007). Students' Perceptions of the Interprofessional Team in Practice Through The Application of Servant Leadership Principles. Journal of Interprofessional Care, 21(4), 425-432
Neill, Hayward, and Peterson (2007) investigated the perceptions students have concerning interprofessional teams in practice using the principles of servant leadership. The sample that was studied was students from different professions within the health sector, subjected to a similar framework. The students provided care using mobile wellness services. These teams had a central source of communication coordinated by a faculty member of the health profession. An Interdisciplinary Education Perception Scale was used to measure the perceptions of interdisciplinary practice. Further, a pretest-posttest research design was employed in checking whether…
Leadership
Two of the most pressing issues in corporate leadership today include gender equality and labor rights. In "Women See Slow Progress in Leadership," Gay (2013) cites numerous empirical studies showing that the glass ceiling remains nearly impenetrable at the highest levels of management. The report cites the work-life balance ideal as the most common reason offered for why many women are either opting out of the CEO lifestyle, or are not considered ready or willing to handle the challenges and pressures of senior leadership.
In "The Best etail Companies to Work for ight Now," Smith (2013) describes Costco's approach toward human resources management. The company has recently been named one of the best companies to work for in the United States because of their relatively high salaries, supportive work environment, opportunity for growth, and job security. Its ethical labor rights practices are helping gain positive publicity for Costco, showing…
References
Gay, M. (2013). Women see slow progress in leadership. The Wall Street Journal. 14 Nov, 2013. Retrieved online: http://online.wsj.com/news/articles/SB10001424052702303289904579196123043065800
Greenleaf, R. (2013). Ten principles of servant leadership. Butler University. Retrieved online: http://www.butler.edu /volunteer/resources/principles-of-servant-leadership/
Lavinsky, D. (2013). Are you a visionary business leader? Forbes. Retrieved online: http://www.forbes.com/sites/davelavinsky/2013/04/26/are-you-a-visionary-business-leader/
Robert K. Greenleaf Center for Servant Leadership (2013). What is servant leadership? Retrieved online: https://greenleaf.org/what-is-servant-leadership/
According to the Ohio State University (2004), both could be equally appropriate in terms of overall company outcomes, as they are very similar in terms of valuing and inspiring follower excellence.
When considering the motivation towards leadership for each type of leader, the contrast is sharper. The servant leader, for example, leads from a motivations basis of egalitarianism. The leader's fundamental belief is that he or she is no better than followers. The company's collective goals are then reached by means of an egalitarian team effort, where both leader and followers learn from the experience. Servant leaders are therefore much more focused upon the non-traditional form of leadership, which exists in beign servants themselves (Patterson, edmer and Stone, 2003, p. 6). Followers are provided with a large amount of freedom to exercise the abilities they can bring to the promotion of the business goals. This means that a very high…
References
Bugenhage, M.J. (2006, Dec). Antecedents of Transactional Transformational, and Servant Leadership: A constructive-Development Theory Approach. University of Nebraska. Retrieved from: http://digitalcommons.unl.edu/cgi/viewcontent.cgi?article=1001&context=aglecdiss
Changing Minds (2011). Bass' Transformational Leadership Theory. Retrieved from: http://changingminds.org/disciplines/leadership/theories/bass_transformational.htm
The Ohio State University. (2004, Dec. 22). Transformational and Servant Leadership: Content and Contextual Comparisons. Leadership Center. Retrieved from: http://leadershipcenter.osu.edu/library/publications/leadership-discoveries/2004/december-2004-transformational-and-servant-leadership-content-and-contextual-comparisons
Patterson, K., Redmer, T.A.O., and Stone, a.G. (2003, Oct.) Transformational Leaders to Servant Leaders vs. Level 4 Leaders to Level 5 Leaders -- the Move from Good to Great. Regent University. Retrieved from: http://www.cbfa.org/Patterson.pdf
Servant Leadership
In the rapidly changing corporate world of today, we need a dramatic change in the way businesses are conducted and organizations are managed. In the past, organizations were merely concerned with making profits and achieving targets and it was the job of the leader to ensure that all tasks are completed on time. As for as the real goal of the organizations is concerned, nothing has changed. However we notice a dramatic difference in the way organizations seek to increase revenues and achieve their ultimate goal of profit-maximization. This difference is the result of changes that we have encountered in leadership style over the years.
Larry Spears' Focus on Leadership, Servant-Leadership for the 21st Century is a highly informative collection of essays on the subject of changing leadership needs, techniques and styles. The book contains view of many management gurus on the theory of Servant Leadership that was…
References
Larry Spears and Michele Lawrence (Editors), Focus on Leadership: Servant-Leadership for the 21st Century: New York: John & Sons, Inc., 2002
Wilson, Robin T. Servant leadership: Physician Executive; 09/01/1998;
The concept of servant leadership first appeared in Robert K. Greenleaf's essay "Servant as Leader." This essay is also found in Spears and Lawrence's work. However for additional information on the concept, we have Greenleaf's masterpiece. Servant leadership. A Journey into the nature of legitimate power and greatness: New York, New York: Paulist Press, 1977.
Convey's essay is titled, "Servant-Leadership and Community Leadership in the Twenty-First Century"
By the same token, by not having any specific policy implications, servant leadership theory does not expressly reject the transformational, situational or results-focused ideas of leadership. It is merely an adjunct to these theories, and is mostly useful for deciding on whether or not somebody should become a leader in the first place.
Situational Leadership and Results-Focused Leadership
These two leadership theories are opposed to one another, but they share the same philosophical underpinnings. The underlying theory of each of these leadership styles is that the leadership style is flexible, and the best leaders have the ability to utilize different styles and techniques depending on the needs of the day. here the two differ is in the understanding of the most important determinant of leadership style. Situational leadership theory argues that leaders need to adapt to the different circumstances, changing their style to suit the challenges with which they are…
Works Cited:
The transformational leader- N.M. Tichy and M.A. Devanna ( 1990)
Servant Leadership- Robert Greenleaf
Leadership in organization - G. Yuki (2006)
Leadership
For any project, the first step is to inspire people to want to work on the project. There are few more powerful motivators than inspiration. Inspiration breeds creativity, innovation, hard work, determination and other attributes that comprise the more functional elements of leadership. There are a number of different leadership styles, but the most important for getting a grand new project off the ground and building a committed team is inspirational leadership. Inspiration is the process by which the performance in people can be inspired, rather than coerced or motivated (Seidman, 2009). It is believed that inspirational leadership is the most powerful means of getting people into action.
Beyond leadership style, the plan need to be detailed, including areas of concern that may require back-up plans. Planning is essential -- the role of inspiration is to ensure that the people working on the plan give their best effort, and…
Works Cited:
ChangingMinds.org. (2011). Servant leadership. ChangingMinds.org. Retrieved May 6, 2011 from http://changingminds.org/disciplines/leadership/styles/servant_leadership.htm
Cherry, K. (2011). Transformational leadership. About.com. Retrieved May 6, 2011 from http://psychology.about.com/od/leadership/a/transformational.htm
Greenleaf, R. (1970). What is servant leadership? Greenleaf Center for Servant Leadership. Retrieved May 6, 2011 from http://www.greenleaf.org/whatissl/ index.html
Seidman, D. (2009). The importance of inspirational leadership. Fast Company. Retrieved May 6, 2011 from http://www.fastcompany.com/blog/dov-seidman/how-why-how-we-do-anything-means-everything/importance-inspirational-leadership
This is going to get done by means of using email, text messaging and the Internet to interact with my workers in a professional manner. egardless, I am shaping my staff to change and become better people. I will have to maintain an open mind to their various ideas, and see whether or not they are able to get implemented within the Hospice.
As I strive to become a better leader through using humility, freewill and delegation. I know that I can positively impact others through my hard work. They may want to one day become a Nurse Practioner themselves in any setting of their choosing. The decisions I make could become the deciding factor on whether or not they go further in the medical field. I want to set aside my pride, and become a better servant and transformational leader. This will mean that I strive to put others…
References
Collins, J. (2001). Good to great. New York, NY: HarperBusiness.(Chapters 2).
Collins, J. (2005). Good to great and the social sectors, A monograph to accompany Good to Great. Boulder, CO: Jim Collins.
Goleman, D. Emotional intelligence: Why it can matter more than IQ. New York: Bantam
Books.
Leadership and Human Resources
Sunflower Electric Power Corporation certainly had compelling circumstances that motivated management to pursue cultural change. Having recently undergone debt restructuring and charges of mismanagement and corruption, employee morale was at an all-time low. The major priority for the company was to completely change its corporation culture with a huge emphasis on interpersonal relationships.
The culture of Sunflower was a command-and-control culture characterized by authoritative and conservative leadership. This culture had encouraged turf wars among managers and had inhibited effective job performance. Sunflower's new CEO, Chris Hauck, undertook many initiatives to change the culture to a competence culture in which leadership is visionary, sets high standards and encourages people to achieved new heights.
Competence cultures, unlike command-and-control ones pursue excellence and innovation. However, resistance to change would make Sunflower's cultural evolution a challenging one. There are four basic reasons for resisting change (Greene, Adam and Ebert, 1995):…
Bibliography
Greene, C., Everet, A, and Ebert, R. (1005). Management for effective performance. Englewood Cliffs: Prentice-Hall, Inc.
Maxwell, J. (2003). Leadership by example is key to guiding a strong company. Houston Business Journal. Retrieved November 13, 2003 from Houston Business Journal Web Site: http://houston.bizjournals.com/houston/stories/2003/10/06/smallb2.html
Schneider, B., Competence run amok. Retrieved November 13, 2003 from Hanigan Consulting Web Site: http://216.239.39.104/search?q=cache:frizEcXV4IUJ:www.haniganconsulting.com/competence_run_amok.pdf+%22Competence+culture%22&hl=en&ie=UTF-8
Leadership is a process that helps in directing and mobilizing people. It has for the past 100 years been a subject of many studies. These studies have come up with theories of the nature and exercise of leadership. Some of these theories include trait theories of leadership, theories of emergent leadership, leadership style theories, psychodynamic theories, and the path goal theories among others. The second section of this paper focuses on evaluation of behavior of selected leaders. Leaders of different organizations exhibit specific behaviors that are in line with models and theories of leadership. Their behaviors can guide the behavior of individual followers, groups, or even teams. The analysis section touches on how leaders perceive their roles and what makes them develop as leaders. The summary wraps up all that the paper is about and what I have learnt.
Literature review
Management and leadership are interchangeably used in our everyday…
References
Avolio, B.J., Walumbwa, F.O. & Weber, T.J. (2009). Leadership: Current theories, research, and future directions. Annual Review of Psychology, 60, 421-429.
Bass, B. (2008). The Bass Handbook of Leadership: Theory, Research, and Application. New York: Free Press.
Bennis, W. & Nanus, B. (1997). Leaders: Strategies for Taking Change 2nd Edition. New York:
Collins Business Essentials.
Leadership
Defining an Ethical Leader
Jeffrey Immelt, General Electric
The nature of leadership is multifaceted and often requires the continual mastery of new skills, insights, intelligence and perspectives to stay effective over the long-term. Such is the nature of ethical leadership, which requires a steadfast focus on a core set of ethical principles and values that guide a leader's judgment, ensuring consistency over the long-term. These are also the fundamental aspects of any leader's long-term credibility as well, and their ability to transform their enterprises over the long-term as well (John, 2005). Ethical leaders often resonate with credibility and the willingness to also change quickly in response to the needs of their organizations, employees, stakeholders and customers.
The purpose of this analysis is to define what an ethical leader is, how managers can progress to being more ethical in their leadership style, and how Jeff Immelt, CEO of general Electric,…
References
Crainer, S. (2009). From Edison to Immelt: The GE Way. Business Strategy Review, 20(3), 18-22.
Gonzalez, T.F., & Guillen, M. (2002). Leadership ethical dimension: A requirement in TQM implementation. The TQM Magazine, 14(3), 150-164.
Heinze, E. (2010). The meta-ethics of law: Book one of Aristotle's Nicomachean Ethics. International Journal of Law in Context, 6(1), 23-44.
Immelt, J. (2010). Renewing American Leadership. Vital Speeches of the Day, 76(2), 53.
Personally speaking, the format of situational leadership seems far more important in the context of understanding the overall consumer trends and market trends while servant leadership is more important in applying a holistic approach to giving the community what they need and want to improve the quality of life. Perhaps the best approach for management in the 21st century would be to combine the two in a balanced way so that companies know exactly what their markets want and the give it to them.
eferences
Hall, T. M (2007). Becoming Authentic: The Search for Wholeness and Calling as a Servant Leader. Cloverdale Books
Hersey, P. And Blanchard, K.H. (1969a). Management of Organizational Behavior -- Utilizing Human esources. New Jersey/Prentice Hall.
Hersey, P. And Blanchard, K.H. (1969b). Life cycle theory of leadership. Training and Development Journal, 23 (5), 26 -- 34.
Hersey, P. And Blanchard, K.H. (1977). Management of Organizational Behavior…
References
Hall, T. M (2007). Becoming Authentic: The Search for Wholeness and Calling as a Servant Leader. Cloverdale Books
Hersey, P. And Blanchard, K.H. (1969a). Management of Organizational Behavior -- Utilizing Human Resources. New Jersey/Prentice Hall.
Hersey, P. And Blanchard, K.H. (1969b). Life cycle theory of leadership. Training and Development Journal, 23 (5), 26 -- 34.
Hersey, P. And Blanchard, K.H. (1977). Management of Organizational Behavior 3rd Edition -- Utilizing Human Resources. New Jersey/Prentice Hall.
The administrative support staff who is dealing with frustrated doctors who cannot adjust to the new computer tablets they are using as an alternative to paper files may require a transactional leader who can provide the organizational support needed to move through an uncomfortable transition. A single leader cannot always be everything to everyone. By learning one's leadership strengths and weaknesses and understanding the leadership skills needed to achieve the organizational objectives, the leader can begin to develop and foster his or her leadership team with people who offer complimentary skills and leadership styles.
eferences
Avolio, B.J. & Yammarino, F.J. (2002). Transformational and charismatic leadership: The road ahead. San Diego, CA: Emerald Group Publishing.
Business leadership: A Jossey-Bass reader. (2003). San Francisco: Jossey-Bass.
Clawson, J.G. (2009). Level three leadership: Getting below the surface. (4th ed.). Upper Saddle iver, NJ: Prentice Hall.
Dulewicz, C., Young, M., & Dulewicz, V. (2005, Spring).…
References
Avolio, B.J. & Yammarino, F.J. (2002). Transformational and charismatic leadership: The road ahead. San Diego, CA: Emerald Group Publishing.
Business leadership: A Jossey-Bass reader. (2003). San Francisco: Jossey-Bass.
Clawson, J.G. (2009). Level three leadership: Getting below the surface. (4th ed.). Upper Saddle River, NJ: Prentice Hall.
Dulewicz, C., Young, M., & Dulewicz, V. (2005, Spring). The relevance of emotional intelligence for leadership performance. Journal of General Management, 30(3), 71-86. Retrieved from EBSCOhost.
Like the passages model, the leadership as a point of view model focuses on
developing one extraordinary leader its end result. The process of
achieving that end result is similar to the servant leadership process, in
that it requires the leader to focus not on levels or situations, but
instead on a formula for success, namely "seeing what needs to be done,
understanding all the underlying forces play in a situation, [and] having
the courage to initiate action to make things better" (Clawson, 2006,
chapt. 1). Still, the model's process contains facets similar to the
situational model by asking leaders to look at underlying forces, as well
as facets similar to passages model by suggesting that leadership is a
function of a person's own qualities, which must be developed over time.
By focusing on the leadership as point of view model, organizations can
solve problems relating to the confusion of…
References
Charan, R., Drotter S., & Noel, J. (2003). Six Leadership Passages. In J.
M. Kouzes (Ed.)
Business Leadership: A Jossey Bass Reader, 1e. (chap. 12).
Clawson, J. (2006). Level Three Leadership, Getting Below The Surface, 3e.
Greenleaf, R.K. (2003). The Servant as Leader. In J. M. Kouzes (Ed.)
Business
Leadership: A Jossey Bass Reader, 1e. (chap. 9)
Hersey, P. & Blachard, K.H. (2003). Situational Leadership. In J.M. Kouzes
Leadership for Organizations
Leadership
The success of organizations and individuals' careers are influenced by the role of leaders. Nowadays firms seek leadership skills in individuals for all sorts of careers while recruiting. Chief Executive Officers (CEOs) believe that it has become critically important to nurture leadership approach at all levels of the organization (Lussier, Achua, 2009, p. 4).
The topic of leadership has been gaining tremendous attention of academic world and media (ass, Riggio, 2006, p. 17). Many experts have written about leadership and the challenges related to it as the subject is highly valued and at the same time a complex phenomenon (Northouse, 2009, p. 1).
In today's world individuals need to develop skills and capabilities required in professional world through personal development. They need to assess their strengths, weaknesses, leadership competencies and goals in order to achieve leadership capabilities (Rothstein 2010).
Leaders need to possess a wide range…
Bibliography
Adams, J.D. (Ed.). (1986). Transforming leadership: From vision to results. Alexandria, VA: Miles River Press.
Allen, K.E. (1995). Making sense out of chaos: Leading and living in dynamic systems. Campus Activities Programming, 52-59.
Argyris, C. (1970). Intervention theory and method: A behavioral science view. Reading, MA: Addison-Wesley.
Armstrong, S., & Armstrong, S. (1996). The conductor as transformational leader. Music Educators Journal, 82(May), 22-25.
Leadership
At the core of leadership is the interaction between the leader and the follower. Much of leadership theory can be understood in terms of how leaders and followers interact and what the underlying assumptions are with respect to the roles and nature of leadership. Because of the many different types of leaders, and successful examples thereof, leadership scholarship has developed multiple branches that seek to explain leadership, but no one branch has yet proved definitive. Instead of understanding leadership through a single paradigm, and it better to understand it in terms of multiple paradigms, and different leadership theories can be applied to the same situation, and any given leader might apply multiple leadership styles at the same time.
Part of the appeal of leadership scholarship is that it encompasses so many unique academic disciplines. Leadership scholarship began life as in business schools but has been studied in the psychological…
References
Avolio, B., Walumbwa, F. & Weber, T. (2009). Leadership: Current theories, research and future directions. Annual Review of Psychology. Vol. 60 (2009) 421-449.
Boyatzis, R., Smith, M., & Blaize, N. (2006). Developing sustainable leaders through coaching and compassion. Academy of Management Learning & Education. Vol. 5 (1) 8-24.
Falk, S. & Rogers, S. (2011). Junior military officer retention: Challenges & opportunities. Harvard University. In possession of the author.
Kocolowski, M. (2010). Shared leadership: Is it time for a change? Emerging Leadership Journeys. Vol. 3 (1) 22-32.
Leadership
Our persistent approach to the initial years of the twenty-first century, necessitates to recall the crucial incidents of the previous century and to foresee the events to be come across in future more specifically in the ensuing years. The commercial class considered to constitute the largest section in the society much concerned bout the future events. Taking all the technological advancements that took place during the past century in to consideration the corporations are to strive for maintaining the competitiveness in the international market relentlessly. Taking together all the factors one can visualize the extraordinary variations that have profound impact on the global trade and commerce. The veracity of global economy combined with the dissemination of the information technology provided adequate impetus to the corporations large and small to compete in a new dimension. This lays emphasis of the effectiveness of management and leadership skills as a determinant for…
References
Big Dog's Leadership Page - Concept of Leadership. Retrieved at http://www.nwlink.com/~donclark/leader/leadcon.html
Classical leadership. Retrieved at http://www.infed.org/leadership/traditional_leadership.htm
Clemmer, Jim. Customer Satisfaction is a Reflection of Employee Satisfaction. Retrieved at http://www.clemmer.net/excerpts/cust_satisfaction.shtml
Employee Motivation in the Workplace. Retrieved at http://www.bnet.com/abstract.aspx?cid=110&sortby=comp&docid=62973
Leadership Application
Mr. Smith has been the president of our social club for a very long time. He has been reelected as the president unanimously for more than three times since he started his term. The reason as to why he has held this position is because of his effective leadership.
Leadership traits
There are various traits that he holds which have made him an effective leader for this entire while. These traits include vision; he is a visionary leader. He looks forward to the future of the club with a lot of expectations. He has envisioned the club to be a success and attain a significant growth. He has an idea of the club which is clear and exciting of where the club is headed and at the same time try to accomplish the goals of the club. Secondly he is a courageous leader. This means that he is…
References
Mind Tools Ltd., (2013). Leadership Styles. Retrieved April 1,2013 from http://www.mindtools.com/pages/article/newLDR_84.htm
Cherry, K.,(2010). Lewin's Leadership Styles. Retrieved April 1, 2013 from http://psychology.about.com/od/leadership/a/leadstyles.htm
University of Missouri, (2010). Important Personal Traits of Effective Leaders. Retrieved April 1, 2013 from http://web.missouri.edu/~campbellr/Leadership/chapter4.htm
(2010).
Transactional leaders use the extrinsic motivators, to get goals met within an organization, as stated by Suliman (2009). This type of leadership used internal reward or punishment mechanisms to get employees to follow their directive. Transactional leaders usually leave the current organizational structure and goals intact, since the characteristic of these leaders is not effective in situations that require change. Suliman, (2009) also argue that some leaders are very passive and only get involved if the necessary actions are contrary to the overall goal or achievement of the organization.
Visionary leaders are usually characterized as individuals who do not compromise their personal integrity for the overall goal of any organization or process. These leaders do not portray ordinary character traits, since they are usually concerned with direction or organizing action based on new possibilities or a progressive agenda as argued by McIntosh and Tolson (2009). These are usually interested…
In order to accomplish this, I will need to in some ways "symbolize the norms" of what others expect (Wren 1995, pg. 188). This does note mean subsuming my identity, but making sure that I am more easily identified with than my mannerisms and extreme intellectualism sometimes allow.
How to ecognize Change
ecognizing change in oneself is supremely difficult, but there are tangible measures in leadership situations that can be used. The best way for me to tell if my expectations have fallen more in line with reality, for instance, would be to see how well and how easily my group accomplishes the set goals. If the goals seem to be creating an inordinate amount of stress and work, then it might be best to reduce expectations again. When it comes to changing the emotive content of my communication, asking a few trusted members of the team for their input…
References
Bass, B. & Riggio, R. (2006) Transformational leadership. Mahwah, NJ: Lawrence Erlbaum Associates.
Covey, S. (1991). Principle-centered leadership. New York: Simon & Schuster.
George, W. & Bennis, W. (2003). Authentic leadership. San Francisco: Jossey-Bass.
Goleman, D.; Boyatzis, R.; McKee, A. (2004). Primal leadership. Boston: Harvard Business School Press.
What are the most challenging issues in your current position?" think budget constraints are perhaps some of the biggest challenges I currently face in my position. The increasing rises in the cost of providing good health care, combined with decreasing reimbursement from insurance and government agencies, pushes us to pay more attention to the "bottom line." In order to respond to this issue, it is imperative that leaders are able to maintain budget control as well as to limit budget variances. However, occasionally it is almost impossible to avoid budget shortages which in turn results in shortfalls in staff development, which subsequently leads to unhappy staff and low morale.
There are many more managers than leaders in this health care organization. Managers manage processes, leaders lead people and leaders are what we need now. Both skills are important, but to be able to adapt this never-ended changing health care system…
Analysis
In interviewing Ms. PC, many key leadership theories and practices were demonstrated. Key among these were the role of interpersonal skills, integrity, and the servant/leadership or collaborative method in the development of the successful leader. Of course, Ms. PC also mentioned several other key "characteristics" of a good leader, including the ability to have a sense of humor and a willingness to try new things.
Given that Ms. PC is without question a good model of a "successful leader," it is particularly telling that she listed interpersonal and communication skills at the top of the list of importance with regard to her leadership role. This is interesting in that many of the top leadership theories emphases this very point in one form or another (Lavezzoli, 2005). Additionally, many leadership studies have also indicated the major importance of good communication in the successful leadership experience. One example of this can be found in Bernard Bass's work, "Stogdill's Handbook of Leadership: A Survey of Theory and Research," which notes that good communication from leaders is one of the essential keys to obtaining employee/organization trust and confidence (the bedrock of the leadership relationship) (1989). This works simply because through good communication employees can effectively understand the organization's goals, understand just how their individual efforts contribute toward those goals, as well have some sense of the overall health of the organization and the way that individual and group efforts contribute to the level of
Leadership -- Al Gini
Leadership is more than management; hence not all managers are leaders. Leadership involves the capacity to motivate workers and employee to work towards a common goal. Leaders also influence the employees towards certain behaviors they want. The modern organization should therefore acquire the best team of managers, who should have leadership traits and accept changes in the organization when necessary, including technological change. Management and leadership are most certainly not the same, despite the fact that many, even in business, use the terms in the same manner. In general, managers are more concerned with organizing people, plans, and projects. Managing gleans authority by a particular organization and must, in turn, utilize followers (subordinates). They may be in charge of a group or a project, but that definition does not make them leaders. Managers tend to operate in a manner in which they receive and depend upon…
REFERENCES
Gini, Al. (1997). Leadership: An Overview. Journal of Business Ethics. 16 (2).
Leadership in My Community
In my community, our church had always wanted to do something to give back and provide assistance to people but no one in the parish could decide on an appropriate task. I came up with the idea of having a ravioli dinner to celebrate the community's Italian heritage and having an all-day benefit by selling pots of ravioli (the community could come in with whatever size pot they had and fill it up with ravioli for $10 a pot) and giving the proceeds to the local homeless shelter. I utilized my servant leadership skills to help move this idea into action by leading others through giving them whatever assistance they needed. I surrounded myself with like-minded individuals from the parish -- about half of dozen (to help organize) and asked them what they needed to make this idea a reality; through these discussions I was able…
However, while I see that Boy Scouts has helped develop my empathy and my planning ability, I know that I continue to struggle with my ability to frame concepts for a group. Servant leadership is not about asserting power, but about developing rightful authority. ather than force a group to do the leader's bidding, a servant leader's role is to persuade people to follow the leader's path. However, it is not really the leader's path that he asks people to follow. On the contrary, because a servant leader listens to people, respects all members of the group, and considers short- and long-term consequences, the path that the servant leader proposes should be one that is best for the group. Of course, that path may not seem best to the group because of competing interests, short-term worldview, or the fact that every plan is going to have pluses and minuses for…
References
Bennis, W., and Thomas, R. (2007). Leading for a lifetime: how defining moments shape leaders of today and tomorrow. Boston: Harvard Business Press.
Cress, C., Collier, P., and Reitenauer, V. (2005). Learning through serving: a student guidebook for service-learning across the disciplines. Sterling, VA: Stylus Publishing.
Greenleaf, R. (2002). Servant leadership: a journey into the nature of legitimate power and greatness. Mahwah, NJ: Paulist Press.
Komives, S., and Wagner, W. (2009). Leadership for a better world: understanding the social change model of leadership development. San Francisco: Jossey-Bass.
Leadership
Imagine studying your own leadership strengths, weaknesses and coming up with a five I in which a person would need to make improvements? What kinds of theories are needed? One will grasp the various leadership aspects in order to become a better person as a egistered Nurse.
These are the various strengths of mine that are worth mentioning. I am an organized person. In fact, while I take care of my patients I make sure that get them their medications in a timely manner, so that I can help them the individuals well; this means making sure that I follow doctor orders precisely as well as hospital protocol. For example, I maintain confidentiality by maintaining the Health Information Portability Accountability Act (HIPAA). Through this, I demonstrate much integrity in my work setting (Hakala, 2009). As a result, my nurse manager is pleased with my work ethic.
I also am…
References
Durbin, A.J. (2009). Principles of Leadership. Florence: South-Western Cengage Learning.
Hakala, D. (2009, May 26). Top 10 leadership qualities. Retrieved May 21, 2011, from Focus: http://www.focus.com/briefs/human-resources/top-10-leadership-qualities/.
Mattke, E. (2010). Greater Wichita YMCA Case Study on Servant-Leadership. International Journal of Diversity.
Leadership Theories
There are a number of theories of leadership that can be applied to my own personal development plan in counselling. I first look to servant leadership as a unique approach to leadership, wherein it is emphasized that the effect leader is one who facilitates greatness in others. The concept of servant leadership was developed by obert Greenleaf in the 1970s, and emphasizes the leader doing whatever is needed in order to ensure that everybody else can be at his or her absolute best (Greenleaf, 1977). Servant leaders are always the ones who are searching, listening and watching, so that they can learn about their organizations, the environment in which their organizations exist, and the people within their organizations. The servant leader then can make a determination about what is needed for the organization to thrive in that environment, but recognizes that one leader cannot succeed on his or…
References
Alper, S., Schloss, P. & Schloss, C. (1995). Families of children with disabilities in elementary and middle school: Advocacy models and strategies. Exceptional Children Vol. 62 (3) 261-270.
Barling, J., Slater, F. & Kelloway, E. (2000). Transformational leadership and emotional intelligence: An exploratory study. Leadership & Organization Development Journal. Vol. 21 (3) 157-161.
Boyle, C., Beardsley, R. & Hayes, M. (2004). Effective leadership and advocacy: Amplifying professional citizenship. American Journal of Pharmaceutical Education. Vol. 68 (3) 1-5.
Fielder, C. (2000). Making a difference: Advocacy competencies for special education professionals. Allyn & Bacon: Needham Heights, MA
Leadership
[Institution's State]
log 1: Theories and Models of Leadership and Management
An organization is a collection of multidimensional components and there are complex equations between all of these components. It encompasses various individuals, business practices, visions, missions, goals, performance standards, an organizational culture, ethical frameworks, hierarchies based on command and control, working methods, management styles along with relevant theories and models and a considerable number of other factors. Different organizations perform their operations under the influence of distinguished and diverse rules, conditions, circumstances, goals and factors (Cherry n.d.). Since the modus operandi and culture associated with every organization are tailored to its requirements, therefore, the models and theories allied with management style of an organization can also be also distinctive, unique and different from what accomplishes favorable outcomes for another organization.
Ibarra and Hansen (2011, p.p.71) reveals a research-based fact that has consistently shown that diverse teams produce better…
Bibliography
1. Kotter, JP (2007), Leading change: Why transformation efforts fail, Harvard Business Review.
2. Studzinski, J (2010), BVO - World class CEOs master the art of listening. Available from < http://bvo.com/topics/communication-skills-for-leaders/programmes/john-studzinskiworld-class-ceos-master-the-art-of-listening. > [16 July 2012]
3. Ibarra, H, & Hansen, M (2011), 'Are You a Collaborative Leader?' Harvard Business Review [online], 89, 7/8, pp. 68-74.
4. Kent, S (2005, November), Better behavior, PM Network, 19(11), 4+.
The City Ethics poject povides extensive assistance to public-secto oganizations in the following aeas: kkeynote speeches on govenment ethics, employee taining at all levels, goup pesentations and wokshops designed fo specific oganizational needs, guidance in the development of compehensive ethics pogams on a state, city, o county level, eview of existing ethics pogams, dafting and impoving codes of ethics, ethical issue suveys, and guidance on the application of fedeal standads in ethics such as in connection with the Sabanes-Oxley Act and the Fedeal Sentencing Guidelines.
Website #4
Oganizational-Change-Management.com
(http://www.oganizational-change-management.com/)
The Oganizational Change Management website seems to be a egisty fo businesses. Thee is no identifying infomation fo the oganization besides an email contact link fo inquiies into adding URLs to the website. On one hand, that suggests that the pupose of the ventue is to geneate fees fom websites and othe fo-pofit ventues with an online pesence. Natually, that aises…
references to authoritative sources of information.
Website #5 -- The Ross Institute Internet Archives for the Study of Destructive
Cults, Controversial Groups and Movements
( http://www.rickross.com/aboutus.html )
The Ross Institute Internet Archives for the Study of Destructive Cults, Controversial Groups and Movements is a New Jersey-based nonprofit, tax-exempt organization dedicated to public education and research. Its organizational mission is to "study destructive cults, controversial groups and movements and to provide a broad range of information and services easily accessible to the public for assistance and educational purposes." The organization was founded by Rick A. Ross, whose credentials are not listed. However, the organization's advisory board is composed of practicing attorneys and professors, all of whom have practiced in areas related to organizational behavior, particularly in connection with dysfunctional organizational cultures that have resulted in large-scale ethics and legal violations.