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Strategies Of A Servant Leader
Introduction of servant leadership
Servant leadership theoretical framework
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Servant Leadership as it compares to Transformational Leadership
Transformational and servant leadership are rooted in the study of charismatic leadership. An early conceptual model of "charismatic leadership" has been closely linked with the work of Max Weber, who described the leader as a charismatic person who exercised power through followers' identification with and belief in the leader's personality. Both transformational and servant leadership are both inspirational and moral.
Transformational leadership is defined as having four conceptually distinct elements: charismatic leadership/idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (Bass, 1996). Servant leadership has six distinct components: valuing people, developing people, building community, displaying authenticity, providing leadership, sharing leadership (Laub, 1999). These behaviors are listed under the dimension heading in Table 1. Two questions are addressed in this analysis. The first asks the extent to which the specified leader behaviors overlap in the two models. The second question examines the extent to which each model may be appropriate for clearly distinct contexts.
The Seven Habits of Servant Leadership
To create a servant workforce, you must put into practice seven guiding principles or 'habits' that encourages sensitivity, integrity, and a sense of community within your organization.
1.Be an Active Listener - In the words of Steven Covey, "you must first seek to understand, then to be understood." Problems, whether they are coworker disputes or handling a large spurt of production delays or downsizing your workforce, all require a degree of listening first to what employees need to un...
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...al growth in all who work with them. For any effective leader, he or she must listen and possess the ability to persuade, conceptualize, grow, and build a strong sense of community, but for the servant leader, these are necessary traits to cultivate, develop, and demonstrate in one's daily interactions with others. However, it is easy to lose sight of these ideals, especially in an age where profits outweigh people, but servant leaders are able to take a step back, reflect, and put into daily practice these qualities to overcome such hardships and obstacles.
Bass B. M., Avolio B. J. (Eds.). (1994). Improving organizational effectiveness through transformational leadership. Thousand Oaks, CA: Sage Publications.
Kuzmenko, Tatiana N. (2004) Transformational and servant leadership: content and contextual comparisons. Journal of Leadership & Organizational Studies
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
To be a servant leader you have to have certain qualities. Not only have the qualities but
The Servant Leader discusses the importance of leaders who adopt a service oriented attitude in which they care for the needs of others before their own. A servant leader need not be an actual servant or have ever been a servant to become a servant leader. Rather, a servant leader is born with or adopts an “others first” disposition. Climbing through the ranks may help to create a servant leader, though it is not necessary. When leaders choose to see that the needs of their followers or their organizations are the highest priority they become servants.
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.
Servant leadership can be thought of as an inverted triangle where the leader is supporting the organization at the point. As a result of this leadership style, leaders are more in tune with their teams. They have more insight on their team and the inner workings of their organizations.
“The key to successful leadership today is influence, not authority”. The idea of the quote can be explained by Charismatic Leadership that founded by Max Weber in the 1920’s. Sociologist Max Weber defined charismatic leadership as individuals who possess “a gift of grace”. Charismatic leaders have strong visionary qualities and the ability to engage others in action. Furthermore, he also defines charismatic leaders are like hero or people with extraordinary qualities (12Manage, 2016). Weber (1947) stated that leaders with high charisma often be viewed as they have endowed with exceptional powers.
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.
Leading by example is the main idea. Servant leaders do not want to be in the first line and they prefer to guide their employees from a distance. They distinguish because of their personality, their behavior and their values. The only disadvantage is that in a competitive financial environment it is difficult from them to be recognized.
Avolio, B. J., & Yammarino, F. J. (Eds.). (2013). Transformational and Charismatic Leadership:: the Road Ahead. Emerald Group Publishing.
Stone, A. G., Russell, R. F., & Patterson, K. (n.d.). Transformational versus servant leadership: A difference in leader focus. Retrieved from http://www.regent.edu/acad/sls/publications/conference_proceedings/servant_leadership_roundtable/2003pdf/stone_transformation_versus.pdf
Servant leadership focuses on followers whereby the leadership shares powers in a case where the major objective is serving the needs of the followers. Situational leadership can be regarded as the objectification of servant leadership through focusing on a goal, task or situation (Sheikh, Newman and Al Azzeh, 2013). Transformational leadership on the other hand involves the connection, inspiring and motivation of followers through numerous methods and motivating the followers with the leader acting as a role model and understanding their strengths and weaknesses (Yun-His, Ming-Chia and Yi-Fan,
Introduction Through identification and ongoing assessment of her leadership style and ability, this leader is able to develop and understand her own strengths and limitations in order to grow and develop into a more effective leader. The aim of this paper is to provide an overview of servant leadership, contingency, and path-goal styles of leadership to gain an understanding of current leadership models, identify this author’s style of leadership, and explore why leadership is important to organizations, society, and this author. A Personal Model of Leadership Servant leadership was a term that was first used by Keifner Greenleaf (1970) in his first essay, The Servant as Leader (as cited by Crippen, C., 2005). Greenleaf based his essay on his belief that a servant leader is a servant first, and explained that it would begin with the natural urge to serve and then the leader would make a conscious choice to become a leader, in doing so he makes the choice to ensure that others needs are met first (2005 ). As a servant leader develops he should always keep aware of those who he serves and strive to ensure that they are becoming healthier, wiser, freer, have an increase in autonomy, and become more like servants themselves (2005).
Yukl, G. (1999). An evaluation of conceptual weaknesses in transformational and charismatic leadership theories. The Leadership Quarterly, 10(2), 285-305.
Dubrin, A. J. (2007). Charismatic and transformational leadership. In Leadership: Research findings, practice, and skills (5th ed., pp. 83-98). Boston, NY: Houghton Mifflin Company.
Datron a company I read about in 7 Pillars uses 5 core values I thought are excellent way to use Servant Leadership. 1. Our family comes first. 2. Honor and serve others. 3. Conduct ourselves ethically and with integrity. 4. be honest and trustworthy. 5. be uncompromising in our values. I value each of these just in my personal life, I can only imagine how well these work in the workplace. The book 7 Pillars of Servant Leadership by: James W. Sipe and Don M. Frick opened up t...