SERVANT THEORY How It Came About?Robert Greenleaf wrote Servant Leadership (1977, 1991). He conceptualized the idea of the servant as leader from Hermann Hesses The Journey to the East(1956), in which the servant who does the menial chores also sustained the partys spirits through his extraordinary presence. When the servant left the group, the group fell into disarray and the journey was abandoned. Servant leadership puts serving first, takes a holistic approach, shares decision making, and builds community. In over four decades of working as Director of Leadership Development at AT&T, he noticed that most successful managers lead in a different way from traditional managers. The managers he termed servant leaders put serving others, including employees, customers and the community, as the number-one priority.Ten Characteristics of a Servant LeaderLarry Spears has identified 10 characteristics of the servant-leader by studying Greenleafs work:1. Listening = Leaders have traditionally been valued for their communication and decision making skills. Although these are also important skills for the servant-leader, they need to be reinforced by a deep commitment to listening intently to others. The servant-leader seeks to identify the will of a group and helps to clarify that will. He or she listens receptively to what is being said and unsaid.2.Empathy = People need to be accepted and recognized for their special and unique spirits. One assumes the good intentions of co-workers and colleagues and does not reject them as people, even when one may be forced to refuse to accept certain behaviors or performance. The most successful servant-leaders are those who have become skilled empathetic listeners.3.Healing = One of the great strengths of servant-leadership is the potential forhealing one's self and one's relationship to others. Many people have broken spirits and have suffered from a variety of emotional hurts. Although this is a part being human, servant-leaders recognize that they have an opportunity to help make whole those with whom they come in contact.4.Awareness = General awareness, and especially self-awareness, strengthens the servant-leader. Awareness helps one in understanding issues involving ethics, power and values. It lends itself to being able to view most situations from a more integrated, holistic position.5.Persuasion = another characteristic of servant-leaders is a reliance on persuasion, rather than on one's positional authority, in making decisions within an organization. The servant-leader seeks to convince others, rather than coerce compliance.6.Conceptualization = the ability to look at a problem or an organization from conceptualizing perspective means that one must think beyond day-to-day realities. For many leaders, this is a characteristic that requires discipline and practice. The traditional leader is consumed by the need to achieve short-term operational goals. The leader who wishes to also be a servant-leader must stretch his or her thinking to encompass broader-based conceptual thinking.7.Foresight = Foresight is a characteristic that enables the servant-leader to understand the lessons from the past, the realities of the present, and the likely consequence of a decision for the future. It is also deeply rooted within the intuitive mind.8.Stewardship = Servant-leadership, like stewardship, assumes first and foremost a commitment to serving the needs of others. It also emphasizes the use ofopenness and persuasion, rather than control.9.Commitment to the growth of people = the servant-leader is deeply committed to the growth of each and every individual within his or her organization. The servant-leader recognizes the tremendous responsibility to do everything in his orher power to nurture the personal and professional growth of employees and colleagues.10.Building community = The servant-leader senses that much has been lost in recent human history as a result of the shift from local communities to large institutions as the primary shaper of human lives. This awareness causes the Servant-leader to seek to identify some means for building community among those who work within a given institution. Servant-leadership suggests that true community can be created among those who work in businesses and otherinstitutions.

MOTIVATIONAL THEORIESAll human beings are motivated by different goals, ambitions, and aspirations. A motive is a need or desire that incites and directs a person's actions. Motivation according to Mills is a force within the individual that influences strength or direction ofbehavior. In setting a motivating climate, the manager must create conditions that encourage interdependent work; competitive environment that recognizes and rewards work well done. The good manager inspires teamwork, considers the uniqueness ofeach worker. He/she provides challenging experiences and opportunities for continuing growth and development. A good leader utilizes positive feedback or reinforcement to the event as much as possible to determine unmet needs that cause dissatisfaction.Intrinsic Motivationcomes from within the person driving him to be more productive. It is directly related to person's aspiration and goals. Internal motivations are focused on intrinsic needs for recognition, self-esteem, and self-actualizationExtrinsic Motivationis enhanced by environment or external rewards. This may come in the form of promotions, increases in salary, added benefits, or external rewards. Mostly focused on fiscal rewards. Organization should provide a climate that stimulates both intrinsic and extrinsic drives to meet the individual and organizational goals.Motivational TheoriesA. Need Theory1. Abraham Maslow's Hierarchy of Needs- shows that people are motivated to satisfy certain needs to complex psychological needs. He contends that people seek higher level needs only when the lower needs have been achieved.2. The Two-Factor Way- Frederick Herzberg (1991) developed this theory. Hygiene factors relate to the working conditions such as salary, quality of supervision, job security, interpersonal relations policies, and supervisions. These factors are growth-producing productivity due to dissatisfaction. Motivating factors relate to the job itself and include opportunities for growth and development and advancement; added responsibilities, challenging aspects of work, recognition, and achievement. These are called satisfiers.3. McClelland's Three Basic Needs Theory- David McClelland identifies the three basic needs that people possess in varying degrees: achievement, power, and affiliation.B. Expectancy Theory(Victor Vroom)Indicates that felt needs of individuals in work settings are increased if a person perceives positive relationship between effort and performance. Motivated behavior is further increased if there is positive relationship between good performance and outcomes or rewards particularly when these are valued.C. Operant Theory(B.F. Skinner)This suggests that an employee's work motivation is controlled by conditions in the external environment instead of internal needs and desires.D. Equity Theory(Jo Stacy Adams)They found that employees assess fairness by considering their input and the psychological, social and financial rewards in comparison with those of others. Perceived inequity causes tension which is found to be proportioned to the magnitude ofthe perceived tension. These feelings motivate an employee to resolve the inequity by reducing input, changing the basis of comparison or by resigning. IF the comparison is equal, the person feels he/she is treated fairly.SITUATIONAL THEORYIn this approach, the leader behaves according to a given situation which may vary from one setting to other. The theory considers the person's qualities and motivations, the role expectations of the group, and the social forces at work such as the external factors that bring forth leadership potential. The situational style of a leadership is one in which the leader's style matches the situation and its needs. The nurse manager assesses each nurse's needs and determines which leadership behaviors will help the nurse to do the work with the fewest problems. The nurse manager first considers the staff nurse's ability (knowledge, experience, and skills) then determines the nurse's willingness (confidence, commitment, motivation, and energy) to complete a given task. To accomplish the management process , the leader must know himself/herself, his/her followers and the character of the work situation. The situational leader must be flexible enough to make adaptations and changes. The leader acts according to the call of the situation.INTERACTIONAL THEORIESThe basic premise of interactional theory is that leadership behavior is generally determined by the relationship between the leaders personality and the specific situation management process, the leader must know himself/herself, his/her followers and the character of the work situation. The situational leader must be flexible enough to make adaptations and changes. The leader acts according to the call of the situation.The basic premise of interactional theory is that leadership behavior is generally determined by the relationship between the leaders personality and the specific situation.Schein (1970) was the first to propose a model of humans as complex beings whose working environment was an open system to which they responded. A System may be defined as a set of objects, with relationships between the objects and between their attributes. A system is considered open if it exchanges matter, energy, orinformation with its environment.CHARISMATIC THEORYCharisma- (most agree) is an inspirational quality possessed by some people that makes others feel better in their presence.Charismatic leader- inspires others by obtaining emotional commitment from followers and by arousing strong feelings of loyalty and enthusiasm.Jay Conger and Rabindra KanungoThey found that charisma is more likely attributed to a leader who advocates a vision discrepant from the status quo, emerges during a crisis, accurately assesses the situation, communicates self-confidence, uses personal power, makes self-sacrifices and uses unconventional strategies.TRANSFORMATIONAL THORYWarren Bennis and Burt Nanus (1985) quoted: "Leaders do the right things whereas managers deal with efficacy.""Leaders focus on effectiveness; managers deal with efficacy."4 Strategies for Taking Charge1 .Attention through vision - reason should be clear, attractive, and attainable2. Meaning through communication - stories, fables, parables analogies helps give meaning to vision3.trust through positioning - associates are more likely to be trusting when they know the leader's view of the organization3. Open communication + honesty + consistency = TRUST4. Deployment of self - fosters a learning environment- leaders are continuous learners and use the organization as a learning environmentTRANSACTIONAL THEORYTransactional leadership is an exchange posture that identifies needs offollowers and provides rewards to meet those needs in exchange for expected performance. It is a contract for mutual benefits that has contingent rewards. The leaderis a caretaker who sets goals for employees, focuses on day-to-day operations and uses management by exception. It is a competitive, task-focused approach that takes place in a hierarchy.CONTINGENCY THEORYThis was introduced by Fred Fiedler during the 1960s. He argued that a leadership style will be effective or ineffective depending on the situation. According to this theory, no one leadership style is ideal for every situation. He identified three (3) aspects of a situation that structure the leaders role: a. leader-member relations, b. task structure and c. position power.