The Impact Of Servant Leadership: The Characteristics Of Developing Servant Leadership

Developing servant leadership

Characteristics

Once servant leaders are identified in organization they must be developed as any other employee would be. In the “Five necessary attitudes of a servant leader” the authors, Boone and Makhani explore the concept of servant leadership in terms fitting the style of an organization. Three main attitudes are vision handling, listening as hard work, and being a talent scout. Attitudes, in this article, are looked at as determinants of behavior. (Boone & Makhani, 2012) The article also takes the stance that implementing any leadership style is difficult. Servant leadership is considered for many business leaders challenging or puzzling to develop the necessary skills an attributes needed. The article

In a 2014 article by Chan and Mak entitled “The impact of servant leadership and subordinates ' organizational tenure on trust in leader and attitudes” the authors focus on how the practice of servant leadership affects subordinate relationships. The basis with this relationship is trust with a primary impact on job satisfaction for all. The authors argue that a leader with serving behavior should serve new employees as it will result in effective and cooperative employees. (Chan & Mak, 2014) Alternatively, tenured employees may not require the heavier dose of servant leadership, but rather other leadership styles such as transactional. (Chan & Mak,

study of the Hotel employees in relationship to servant behavior highlights many of the other advantages to servanthood discussed previously. However, the study finds that implementation of servant leadership and its outcomes are not automatically effective. (Wu et al., 2013) This is especially true for the hotel and customer service industries. To alleviate this potential barrier the authors suggest combining servant leadership with other tactics such as reward systems and setting firm expectations. In the 2011 article by Savage-Austin and Honeycutt they directly investigate the barriers to servant leadership. They conclude that the primary barrier is when the organization as whole does not adopt servant leadership as it is much more difficult to introduce in pockets. (Savage-Austin & Honeycutt, 2011) Secondly, servant leadership requires both the leader and the follower to be invested in this style of leadership. (Savage-Austin & Honeycutt, 2011) The study also focused on for profit organizations as potential barriers tend to me more prevalent. It is also stated that implementation of servant leadership typically leads to change for an organization and change carries its own set of