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Organizational Culture theories of leadership
Introduction of servant leadership
Introduction of servant leadership
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Evidence of Servant Leadership
Steward or Servant-leadership characterizes a model of leadership in which the leader undertakes a supportive, service orientated role among stakeholders and employees. The leader assists by building the skills of employees, minimizing obstacles, and enabling creative problem solving and innovation. “The characteristics associated with servant leadership include incorporating active listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth of people, and community building” (Spears, 2002). Servant leaders build up their employees and surround themselves with good people and then motivate them to achieve greatness and this starts at the top within BMW
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Importantly, human capital therefore is not merely the people – but rather their potential. As a result, human capital is a critical resource for an organization.” (Hitt and Ireland, 2002). Human capital is arguably any organizations most important resource and continually adding value to that resource is critical to success. Whether by training or mentoring programs, this helps ensure that employees continue to grow and learning never stops. Also, when an employee feels that they are being invested in, then they will not only have greater knowledge, but might be more willing to go the extra mile for their company that has invested in them. Human capital is a company’s most unique resource along with the most important, because no two people are exactly the same. This sets people apart and companies apart by the employees they have, train and can ultimately keep, as headhunters are always on the lookout for talent. Evidence of this at BMW is that they provide its associates with training and benefit programs. “BMW doesn’t just hire tomorrow’s talent; we help build it. In addition to on-site training, BMW offers tuition assistance for courses taken by associates at local universities. You’re in the driver’s seat controlling your destiny, and we stand ready to help at each turn. It’s part of a corporate philosophy that includes respect for the individual and dedication to self-improvement.” (BMW Group,
Servant leadership, as defined by Kretiner and Kinkicki (2015, p.486), is putting the needs of others, including employees, customers, and community ahead of one’s own needs. This management style requires selflessness and humility from management so the organization can focus on serving key stakeholders. There are ten characteristics of a servant-leader as identified in the text
Servant leadership is a philosophy and set of practices that augments the lives of individuals, builds better organizations, and creates a more just and caring world, they put the team first, and themselves second (MindTools, 2015). Servant leaders are able to demonstrate their traits through interaction with followers and other leaders within the organization. The characteristics of servant leaders include their commitment to the growth of people, stewardship, and building community, and provide leaders with the opportunity to experience change and to invite followers to change (Savage-Austin & Honeycutt 2011). Servant leadership encourages leaders and followers to ‘raise one another to higher levels of motivation and morality’, and set their leadership focus: follower’s first, organizations second, their own needs last (Sendjaya, Sarros, & Santora, 2008). The servant leader focuses on the needs of others to include team members.
The two most intriguing leadership styles presented in the readings were transformational leadership and servant leadership. Both leadership styles are relationship-oriented, that is, in order for these leadership styles to be effective, positive relationships must exist between leaders and followers. Also, both leadership styles reject the role of leader as being reserved for those individuals in designated positions of power, but rather a quality that may be exhibited by any individual (Kelly, 2012, pp. 10-11). However, the differing goals of each leadership style is the seemingly critical factor that separates transformational leadership from servant leadership.
According to Northouse (2013), “Servant leadership is an approach focusing on leadership from the point of view of the leader and his or her behaviors” (p. 219). The servant leadership approach was designed to put subordinates first and to build and develop them to the personal capacities. There are ten characteristics of s Servant leader: listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth of the people and building community. The model consists of three components: antecedent conditions, servant leader behaviors and outcomes. An effective leader puts their subordinates first; they are honest, trustworthy and supportive in order to get the staff to work to their full potential.
Servant leadership is a perplexing theory. It takes on radical ideas like a lifetime employment policy, or employee-wide furlough, to illustrate how putting the leader at the service of their employees can result in efficient leadership. “When individuals engage in servant leadership, it is likely to improve outcomes at the individual, organizational, and societal levels (PSU, 2014)". The servant leadership actions of Charlie Kim and Bob Chapman depict how the proper use of servant leadership creates trust, and inspires productivity; benefiting their organization, their employees, and
These consultants need training and development throughout the life of their career. The impacts of training and developing employees to enhance the individual and organizational human capital will be discu...
Before reading about characteristics of servant leadership, I tried thinking about what I already knew about this type of leadership. Some of the thoughts I had were: leaders put others before themselves and leaders go beyond their responsibilities to help others. When I read Chapter 7 from The Special Education Teacher as a Servant Leader, I found that I was correct but did not have the full answer.
Many leadership styles exist. The determining factor if a leadership style is effective or not is often how it is carried out and if it is appeasing to those, the leader is attempting to lead. One of the leadership styles that has become popular is Servant leadership. Although Greenleaf developed servant leadership more than thirty-five years ago and he identified ten characteristics that pertain to servant leadership. (book p. 56) Servant leadership has been successful in various industries and its popularity continues to increase.
Many people want to attain and hold influential positions in society whether it would be in the field of science, politics, education, or in public service. However, many people tend to forget how servitude is one of the main life highways to travel in order to arrive at that successful destination called “Leadership.” Nevertheless, there was one man who knew how powerful the concept of servitude was in order to grasp the reigns of successful leadership. Socrates was a phenomenal philosopher, scholar, teacher, and servant. Socrates leadership style was unique in regards to letting students communicate among one another in an articulate theological reasoning process by questioning and probing at one’s belief system in order to seek self-purification.
Organizations’ other resources can be hired, retained and discarded at any time but human resources needs special treatment. It needs to be carefully hired, deserve an extra effort to retain it and requires training & development to upgrade and improve its capabilities. Other resources depreciate with the passage of time but when the human resource gains more and more experience, it becomes more beneficial for the organizations. These characteristics have brought human resources to be the central element for the success of an organization. (Mohammed, Bhatti, Jariko, and Zehri, 2013, pg. 129, para. 2)
Human resource is the most valuable resource in any one given organization. Organizations that invest in the training and development of their workforce are bound to make huge progress and achieve competitive advantage over their competitors. Such organizations are able to embrace and exploit new technologies in their operations. Motorola Company is a casing company that has invested in training and development of its human resource.
Nowadays, a company’s human capital is accepted as one of their most valuable assets. In the ever increasing competitive and globalised business environment, a company’s people are ever increasing accepted as the foundation of their competitive advantage. A study by the American Society for Training and Development (ASTD) showed that through a study conducted between 1996 and 1998, on 575 US companies, that investment in training and education provided a direct link in increased profitability and share price performance. The study ranked companies by how much they spent on training per employee, it was found that the companies that spent the most on training per employee were the highest performing companies. Companies in the top 50 percent of training spend were found to have a 45 percent higher Total Shareholder Return (TSR) that the weighted average of the S&P 500, and 86 percent higher than the firms in the bottom half of the study (Bassie, McMurrer and Van Buren 2000).
In the age of the global economy, the most knowledgeable, talented, skilled, and creative people are recruited and retrained by an organisation. To increase quality and value of products and services, human resource management is a major influence on every organisation. The aim of this writing is to provide four focused areas, including an extended definition of the term human resource management, human resource planning, training and development, and the important of human resource management for an organisation.
Human resource is the most valuable and unique asset of an organization. The successful management of an organization’s human resource is an exciting, dynamic and challenging task , especially at a time when the world has become a global village and economies are in a state of flux. The lack of talented resource and the growing expectation of the modern day employee has further increased the difficulty of the human resource function.
In this course, I learned a great deal about Human Resources Development (HRD). I now have a better understanding on the history of human resources development, the different theories and philosophies of HRD, and skills pertaining to analyzing an organization’s human assets and the processes related to human capital development. Human assets are the skills and abilities that employees and other members of an organization add to the organization as a whole. Some human assets are exceptionally valuable. For instance, employees who receive additional education and training in order to improve their repertoire of skills, which can then be contributed to the organization, are strong human assets. Such assets greatly enhance the potential for the organization to function on a proficient level and to advance economically. Human capital development, then, is the progress of employees’ skills and assets that can be contributed to the organization. In order to better develop an organization’s human capital or, in other words, the value of the employees an organization has, it is important for organizations to offer training, specializations, and advancement opportunities to employees. The more valuable the body of employees within an organization, the more profitable an organization can hope to be. It is the responsibility of the human resources department to maximize the potential for human assets and human capital development.