Servant leadership trends and impact on business

Servant Leadership Trends and Impact on Business

Dr. Oris Guillaume, Shorter UniversityDr. Andrew Honeycutt, Shorter University

Amy R. Savage-Austin, PhD – Shorter University

Clute instituteThe 2013 Key West International Academic Conference

Topics

Created by Dr. O. Guillaume

Introduction

Purpose of the Study

and backgroun

d

Definition

Characteristic of

Servant leadership

Main issue

Key Trends Conclusion

References

Introduction

Created by Dr. O. Guillaume

The benefits of practicing servant

leadership becomes a critical success

factor in any business

Servant leadership takes many forms,

some outside corporate

boardroom and office

Servant Leadership is in the mist of business today.

Servant Leadership (SL) has been in the

forefront of business theory for

years.

Leadership in the 21st century must

deal with problems of:

Global uncertainty, chaos, innovation,

change, dynamism, flux, speed,

interconnectedness, and complexity

This study will apply the theories of

Servant Leadership to the concerns of

outsourcing, internet-related business and the trends associated

with the Baby Boomer generation.

Purpose of the Study and Background

Created by Dr. O. Guillaume

The aim of this study was to examine Servant-Leaderships trends that have an impact on today’s business.

Few studies describe the practice of servant leadership within businesses today.

Given these opportunities of significant research, the need for this study was evident.

This study also exposed the 10 characteristics of servant leadership developed by Greenleaf and Spears.

• servant leaders clarified a group by listening receptively to what is being saidListening

• servant leaders strived to understand and empathize with othersEmpathy

• :servant leaders had the potential for healing self and othersHealing

• servant leadership was strengthened by general awareness, and especially self-awarenessAwareness

• servant leaders relied upon persuasion, rather than positional authority, in making decisions within an organization

Persuasion• servant leaders sought to nurture their abilities to

dream numerous dreams;Conceptualization• servant leaders could foresee the likely outcome of a

situation in the futureForesight• servant leaders’ ultimate commitment was to serve

the needs of others;Stewardship• servant leaders were deeply committed to the

personal, professional, and spiritual growth of every individual within the institution; and

Commitment• servant leaders sought to identify means of building

community among those who work within a given institution

Building Community

Characteristic of Servant Leadership

Created by Dr. O. Guillaume

Main Issues

Created by Dr. O. Guillaume

• 1- Outsourcing, 2- Internet-Related Business, 3- Baby Boomer Generation

The researchers seek to identify and analyze the following three

major businesses

trends

How businesses

today influence servant

leadership and the selected business trends?

What do servant leaders observe

and practice with the selected

business trends?

How do business trends

perceive servant

leadership factors?

Key Trends-

Created by Dr. O. Guillaume

Servant Leaders

hip

Outsourcing Trends

Internet-Related

Business: Technology

Trends

Demographic Trends: Baby Boomers

Outsourcing TrendsOutsourcing is one of the primary tools that companies keep to stay competitive that has become a financial leverage tool.

Created by Dr. O. Guillaume

Servant Leadership is then, today, and beyond Business Process Outsourcing (BPO) Knowledge Process Outsourcing (KPO) Legal Process Outsourcing (LPO) Cost and Service Focus on Solution (CSFS) Servant Leaders Focus on Transformation

(SLFT) People-Based Outsourcing and Service

(PBOS)

Internet-Related Business: Technology Trends

Created by Dr. O. Guillaume

Demographic Trends: Baby Boomers

Created by Dr. O. Guillaume

The generational change and demographi

c trends class seeks to demystify how issues

like;

Birth rate, Ethnicity,

Life Expectancy,

and Generational groups (such

as Baby Boomers, Gen X and so forth)

The issue of economic

and political fabric of our

society

The generational change and demographi

c trends course will

help you get a handle on

the underlying patterns of

our changing

world

People who want a more

complete view of their surrounding environment

, and the larger region.

The servant-leaders

approach to business should

facilitate the baby

boomers and, gen X, and beyond

to the service of

the growing more

population.

Conclusion

The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn” (Starke, Christ-Based Leadership, 2005, p.11).

The leader should understand the interaction between the organization’s operational practices and the results generated by those practices.

The purpose of SL for future research is not to change how researchers currently approach the topic, but to offer alternatives to make research more effective.

The goal is to provide new knowledge and offer alternative views to Servant Leadership trends.

Because of all the outsourcing, many employees feel like they are not really part of an organization.

Leaders of a company, organization or team, professional, or colleague, one of the best things we can do today is create the feeling of reciprocity between the organization and the individuals.

Created by Dr. O. Guillaume

References

Andersson, L.M., & Pearson, C.M. (1999). Tot for tat? The spiraling effect of incivility in the workplace. The Academy of Management Review, 24, 3, 452-471.

Beazley, H. (2000) Leadership in an era of hyper change. The Business Journal Published, 23 (2) 7-12

Bekker, C. J. (2010). Prophet and Servant: Locating Robert K. Greenleaf’s Counter- Spirituality of Servant Leadership. Retrieved February 19, 2011 from http:www.regent.edu/acad/global/publications/jvl/Vol1/Bekker_Corne_Final.pdf

Bennis, W. G. (2006). The Drucker legacy. Leadership Excellence, 23(1), 15–16. Bredillet, C.N. (2006). The link research – practice: A matter of “ingenuim” (part 1). Project

Management Journal, 34(4), pp. 3-4. Cash, K.C., & Gray, G.R.( 2000). A framework for accommodating religion and spirituality

in the workplace. Academy of Management Executive, 14, 3, 124-134. Claiborne, R. (2010). Benefits of practicing servant leadership. Helium, Inc. Retrieved from

http://www.helium.com/items/1879687-benefits-of-practicing-servant-leadershipGartner Outsourcing & Vendor Management Summit (2009). London, UK: Retrieved from

www.gartner.com/us/outsourcingGreen, D. (2008). Knowledge management for a postmodern workforce: Rethinking

leadership styles in the public sector. Journal of Strategic Leadership, 1 (1), 16-24.Greenleaf, R. K. (1977). Servant leadership: A Journey into the nature of legitimate power

and greatness. Mahwah, NJ. Paulist press

Created by Dr. O. Guillaume

References

Created by Dr. O. Guillaume

Greenleaf, R. K. (1978, November). The leadership crisis: A message for college and university faculty. Humanitas: Journal of the Institute of Man, 14, 3. Pittsburg, PA: Dusquesne University Press.

Hankin, H. (2005). The new workforce: Five sweeping trends that will shape your company’s future. New York, NY: Hankin.

Hopen, D. (2002). Guiding corporate behavior: A leadership obligation not a choice. Journal for Quality & Participation, 25(4), p. 15-19.

Knickman, J. R. and Snell, E. K. (2002). The 2030 Problem: Caring for Aging Baby Boomers. Health Service Researcht; 37(4): 849–884 Retrieved from http://www.ncbi.nlm.nih.gov/pmc/articles/PMC1464018/

Karakas, F. (2007). A portrait of the leader in the twenty-first century. Leadership in action,

26(6), 23-24. Retrieved from Academic Search Premier database.

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Leighton Holdings (2007). Leighton 07 - sustained by our values, Sydney: Leighton Holdings.

National Realtor Association (2009, November) NAR Survey Shows First-Time Home Buyers Set Record in Past Year. Retrieved from http://www.realtor.org/press_room/news_releases/2009/11/survey_record

Northouse, P. (2010). Leadership theory and practice. Thousand Oaks, CA: Sage Publications.

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Pfeffer, J., & Veigs, J.F. (1999). Putting people first for organizational success. Academy of Management Executive, 13, 2, 37-48.

Podolny J.M. (2009) The Buck Stops (and Starts) at Business School Harvard Business Review South Asia June 2009. 4(6) p.p. 50-55.

References

Created by Dr. O. Guillaume

Shank, G. (2002). Qualitative Research. A Personal Skills Aproach. New Jersey: Merrill Prentice

Hall.Spears, L., (2004). Practicing Servant-Leadership, Leader-to-Leader, 34, Fall 2004. 825.

Retrieved from, from ProQuest database.Stark, D. (2005). Christ-based leadership: Applying the Bible and today’s best leadershipmodels to become an effective leader. Minneapolis, MN: Bethany House.Pauchant, Integral leadership: A research proposal. Journal of Organizational Change

Management, 18, 211-229.Pfeffer, J., & Veigs, J.F. (1999). Putting people first for organizational success. Academy of

Management Executive, 13, 2, 37-48.Smith -Trudeau, P. (2001). Veterans, Baby Boomers, Xers and Nexters: Understanding the

Generational Differences in Nursing. Vermont Nursing Connection, 4(3), p.10.Spears, L. C. (1998). Introduction. In L. C. Spears (Ed.), The power of servant leadership.

New York: John Willey and Sons Inc.Spears, L. (1995). Reflections on leadership. New York: John Wiley & Sons.Weston, M. (2001). Coaching generations in the workplace. Nursing Administration

Quarterly, 25 (2), 11-21.Robbins, S. P. & T. A. Judge( 2007). Organizational behavior. Twelfth Ed. Prentice Hall of India

Private Ltd.: New Delhi 110001.

Questions/Answers

Created by Dr. O. Guillaume