Download - Topic 14.Servant Leadership
-
8/14/2019 Topic 14.Servant Leadership
1/20
Servant
Leadership
-
8/14/2019 Topic 14.Servant Leadership
2/20
Do those served grow as persons; do they,while being served, become healthier, wiser,
freer, more autonomous, more likelythemselves to become servants?
- Robert Greenleaf, 1977
-
8/14/2019 Topic 14.Servant Leadership
3/20
Servant LeaderA servant leader serves constituents by working ontheir behalf to help them achieve their goals, not the
leaders own goals. Places service before self-interest
Listens first to express confidence in others
Inspires trust by being trustworthy
Focuses on what is feasible to accomplish Lends a hand
Provides tools
-
8/14/2019 Topic 14.Servant Leadership
4/20
Law of Service The law of service: He who wishes to live long must
serve, but he who wishes to rule does not live long. Hesse, Journey to the East
-
8/14/2019 Topic 14.Servant Leadership
5/20
Servant- Leadership Defined Servant leadership is defined as an approach to
leadership development, which emphasizes the
leaders role as stewardof the resources (human,financial and otherwise) provided by theorganization.
It encourages leaders to serve others while stayingfocused on achieving results in line with theorganizations values and integrity.
-
8/14/2019 Topic 14.Servant Leadership
6/20
Modern Concept
Modern Concept started with Robert Greenleaf
Published The Servant as Leader in 1970
Led to further essays from Greenleaf as well as others,especially in recent years
-
8/14/2019 Topic 14.Servant Leadership
7/20
Concept History Concept of Servant Leadership is thousands of
years older than Greenleaf s ideas.
Chanakya or Kautilya, the famous strategic thinkerfrom ancient India, wrote about the topic in his 4thcentury B.C. book Arthashastra: the king [leader] shall consider as good, not what pleases himself
but what pleases his subjects [followers]
the king [leader] is a paid servant and enjoys the resources of thestate together with the people.
-
8/14/2019 Topic 14.Servant Leadership
8/20
-
8/14/2019 Topic 14.Servant Leadership
9/20
The Concept Father Robert Greenleaf is recognized as the father of servant
leadership.
In 1977, Greenleaf described servant leadership in thismanner: It begins with the natural feeling that one wants to serve, to serve
first. Then conscious choice brings one to aspire to lead Thedifference manifest itself in the care taken by the servant-first tomake sure that other peoples highest priority needs are beingserved. The best test, and difficult to administer, is: do those servedgrow as persons, do they grow while being served, becomehealthier, wider, freer, more autonomous, more likely themselves tobecome servants?
-
8/14/2019 Topic 14.Servant Leadership
10/20
Ten Characteristics
Listening
Empathy
Healing
Awareness
Persuasion
Conceptualization
Foresight
Stewardship
Commitment to growthof others
Building Community
Larry Spears, director of the Robert K GreenleafCenter for Servant Leadership, identified ten
characteristics.
-
8/14/2019 Topic 14.Servant Leadership
11/20
Listening Leaders valued for communication skills and decision
making skills
Reinforced by deep commitment to listening intently to
others
Leaders seek to identify and clarify will of group
Listen receptively to what is said and not said
Listening encompasses getting in touch with inner voice
and seeking an understanding of the body, spirit andmind are communicating.
-
8/14/2019 Topic 14.Servant Leadership
12/20
Empathy Leaders strive to understand and empathize with
others.
People need to be accepted and recognized fortheir special and unique spirit.
Assume good intentions of coworkers and not reject them aspeople
Even if forced to reject behavior or performance
-
8/14/2019 Topic 14.Servant Leadership
13/20
Healing Powerful force for transformation and integration
Great strength of servant leader, potential to heal self andothers.
Greenleaf writes,
There is something subtle communicated to one who is being servedand led if, implicit in the compact between the servant-leader and ledis the understanding that the search for wholeness is something thatthey have.
-
8/14/2019 Topic 14.Servant Leadership
14/20
Awareness General awareness and self-awareness, strengthens the
servant-leader.
Making a commitment to foster awareness can be scary One never knows that one may discover!
Awareness is not a giver of solace its just the opposite. Itdisturbed. They are not seekers of solace. They have their own innersecurity.
-Greenleaf
-
8/14/2019 Topic 14.Servant Leadership
15/20
Persuasion Leaders rely on persuasion, rather than positional
authority in making decisions.
They speak to convince others, rather than coercecompliance.
Persuasion offers one of the clearest distinctions betweenthe traditional authoritarian model.
-
8/14/2019 Topic 14.Servant Leadership
16/20
Conceptualize Servant-leaders seek to nurture their abilities to dream
great dreams.
The ability to look at a problem or organization fromconceptualizing perspective One must think beyond day-to-day realities.
Servant-leaders must seek a delicate balance betweenconceptualization and day-to-day focus
-
8/14/2019 Topic 14.Servant Leadership
17/20
Foresight Enables leaders to understand lessons from the past,
realities of the present, and the likely consequence of a
decision in the future.
Deeply rooted in the intuitive mind
-
8/14/2019 Topic 14.Servant Leadership
18/20
Stewardship Greenleafs view of all institutions was one in
which CEOs, staff, directors, and trustees all playsignificant roles in holding their institutions intrust for the greater good of society.
-
8/14/2019 Topic 14.Servant Leadership
19/20
Commitment to the Growth of
Others
Servant-leaders believe that people have an
intrinsic value beyond their tangible contributionsas workers.
Servant-leaders are deeply committed to apersonal, professional, and spiritual growth of allindividuals in the organization.
-
8/14/2019 Topic 14.Servant Leadership
20/20
Building CommunityAs weve shifted to larger organizations, there is still a
need to build a sense of community.