A Servant Leader’s Approach to Employee-Centric Operations
1850 Words8 Pages
It is quite a privilege to analyze a leader I have no fear or reservation following. To be nearing the end of my third full decade of professional life, it has been both the unqualified and unethical managers who remind me that a career requires survival skill and dumb luck. Thankfully, leadership, discipline, and service will be unmistakable themes in my attempt to categorize my present leader. Even as I gladly look past the transgressions of much earlier encountered bad actors.
So I will begin with mention of the steward or servant leader, either one will suffice, and the defining qualities of empathy, kindness, honest, humility, and respect for others (Lussier & Achua, 2012). This concept of leadership will describe a transactional motivator who exercises his authority without promoting his personal interests or advantage. I have had the sincere honor to know this man for a considerable time. I have him to thank for many of the opportunities I have to lead. Yet, I take this occasion to write objectively and without reservation on a champion of servant leadership. According to Robert Greenleaf, a true servant leader can be defined in ten principles:
Listening - Servant-leaders must reinforce these important skills by making a deep commitment to listening intently to others. Listening also encompasses getting in touch with one's inner voice, and seeking to understand what one's body, spirit, and mind are communicating.
Empathy - People need to be accepted and recognized for their special and unique spirit. One must assume the good intentions of coworkers and not reject them as people, even when forced to reject their behavior or performance.
Healing - One of the great strengths of servant-leadership is the potential f...
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