Topic 14.Servant Leadership

8/14/2019 Topic 14.Servant Leadership

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Servant

Leadership


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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


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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


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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


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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.


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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


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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.


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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?


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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.


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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.


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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


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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.


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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


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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.


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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


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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


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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.


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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.


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Building CommunityAs weve shifted to larger organizations, there is still a

need to build a sense of community.

Topic 14.Servant Leadership

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