A. The Human Resources Framework
The human resources framework is one of the four framework approaches identified by Bolman & Deal; this frame regards people’s skills, attitudes, energy, and commitment. The human resource frame defends the ideas that organizations can be stimulating, rewarding, and productive (Bolman, & Deal, 1991). The human resources framework focuses on leadership styles of support, advocate and empowerment, and provides efficient and transformative change for your organization by addressing human issues, leading to greater accomplishment of goals and better individual, team, and organizational performance. The leaders increase participation, support, share information, and transfer decision making down to employees in the
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Servant leadership is a philosophy and set of practices that augments the lives of individuals, builds better organizations, and creates a more just and caring world, they put the team first, and themselves second (MindTools, 2015). Servant leaders are able to demonstrate their traits through interaction with followers and other leaders within the organization. The characteristics of servant leaders include their commitment to the growth of people, stewardship, and building community, and provide leaders with the opportunity to experience change and to invite followers to change (Savage-Austin & Honeycutt 2011). Servant leadership encourages leaders and followers to ‘raise one another to higher levels of motivation and morality’, and set their leadership focus: follower’s first, organizations second, their own needs last (Sendjaya, Sarros, & Santora, 2008). The servant leader focuses on the needs of others to include team members. They acknowledge people’s perspectives, and give them the support needed to meet their goals. Servant leaders involve members when decisions are appropriate helping build a stronger commitment within the team. Strong qualities of servant leadership are trust, appreciation for others, and empowerment. Honesty and integrity form the moral foundation of effective leadership through the four values of truth telling, promise …show more content…
Servant leadership expresses that personal values of leaders lead from their values and beliefs, while meeting the needs of others. The leader concentrates on changes to include increased truth, better teamwork and cooperation, improved leadership skill, along with high levels of trust (Russell, 2001). The human resources framework focuses on leadership styles of support, advocate and empowerment, and provides efficient and transformative change for your organization by addressing human issues, leading to greater accomplishment of goals and better individual, team, and organizational performance. Servant leadership styles easily covert over to the human resources framework, and give a manager more tools to become more effective for both the employees and the
Servant leadership, as defined by Kretiner and Kinkicki (2015, p.486), is putting the needs of others, including employees, customers, and community ahead of one’s own needs. This management style requires selflessness and humility from management so the organization can focus on serving key stakeholders. There are ten characteristics of a servant-leader as identified in the text
The Servant Leader discusses the importance of leaders who adopt a service oriented attitude in which they care for the needs of others before their own. A servant leader need not be an actual servant or have ever been a servant to become a servant leader. Rather, a servant leader is born with or adopts an “others first” disposition. Climbing through the ranks may help to create a servant leader, though it is not necessary. When leaders choose to see that the needs of their followers or their organizations are the highest priority they become servants.
purpose for this book is dual. First goal is clearly defining servant leadership and second one is
Servant leadership is defined as a philosophy that one carry outs to supplement the lives of others and shape organizations to become better. In order to become a servant leader, you have to first become a servant. One must be want to serve first. There’s a difference between servant leadership and an authentic leadership style. The impression of servant leadership can be traced back to have started two thousand years
Servant leadership is becoming a more “sought-after” concept in today’s society, but what exactly is servant leadership? Does it mean different things to different people? Although the three books, The Servant as Leader, The Servant, and Lead Like Jesus, all center around servant leadership, each author takes a different perspective on the meaning of being a servant leader. Robert Greenleaf addresses leadership from a straight-forward stance; saying that a good leader must be a servant-first by finding the will within themselves to put the needs of their group before their own. James Hunter discusses servant leadership through a story involving everyday people that the reader can relate to. He uses Jesus as a guide to explain how to initiate character development that will, in turn, fashion servant leadership. Ken Blanchard and Phil Hodges offer a new perspective on servant leadership by bringing Jesus into the picture on an even deeper level than Hunter. They explain that by knowing Jesus Christ and developing an intimate personal
The servant-leadership theory does not place the leader above the followers. It rather puts the attention of the leader on emphasizing the concerns of the followers, empathizing with them and nurturing them (Northouse, 2013). This theory focuses on the followers first. The leader must empower those he/she is serving so that the person can reach their full potential. The leader focuses on the greater good of the group. Northouse (2013) explains that Greenleaf identified 10 characteristics that are central to the development of servant-leadership. The ten characteristic include listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth of people, and building community. Following these characteristics we can begin to explain the servant leadership role in a relationship.
Servant leadership is a perplexing theory. It takes on radical ideas like a lifetime employment policy, or employee-wide furlough, to illustrate how putting the leader at the service of their employees can result in efficient leadership. “When individuals engage in servant leadership, it is likely to improve outcomes at the individual, organizational, and societal levels (PSU, 2014)". The servant leadership actions of Charlie Kim and Bob Chapman depict how the proper use of servant leadership creates trust, and inspires productivity; benefiting their organization, their employees, and
Introduction Through identification and ongoing assessment of her leadership style and ability, this leader is able to develop and understand her own strengths and limitations in order to grow and develop into a more effective leader. The aim of this paper is to provide an overview of servant leadership, contingency, and path-goal styles of leadership to gain an understanding of current leadership models, identify this author’s style of leadership, and explore why leadership is important to organizations, society, and this author. A Personal Model of Leadership Servant leadership was a term that was first used by Keifner Greenleaf (1970) in his first essay, The Servant as Leader (as cited by Crippen, C., 2005). Greenleaf based his essay on his belief that a servant leader is a servant first, and explained that it would begin with the natural urge to serve and then the leader would make a conscious choice to become a leader, in doing so he makes the choice to ensure that others needs are met first (2005 ). As a servant leader develops he should always keep aware of those who he serves and strive to ensure that they are becoming healthier, wiser, freer, have an increase in autonomy, and become more like servants themselves (2005).
The ten characteristics of Servant Leadership are listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth of people, Building community (Northouse, 2015, p. 228-29). Furthermore, the seven servant leader behaviors are as follows: conceptualizing, emotional healing, putting others first, helping followers grow and succeed, behaving ethically, empowering, and creating value for the community. When a servant leader conceptualizes it is in reference to their thorough understanding of the organization— its purposes, complexities, and mission (Northouse, 2015, p. 233). A leader who is “sensitive to the personal concerns and well-being of others” is partaking in the emotional healing behavior (Northouse, 2015, p. 233-234). Furthermore, by definition a servant leader places others become themselves, meaning they use their “actions and words that clearly demonstrate to followers that their concerns are a priority, including placing followers’ interests and success ahead of those of the leader” (Northouse, 2015, p. 234). A servant leader helps their followers by knowing their “professional or personal goals and helping them to accomplish those aspiration”, ultimately helping them “become self-actualized, reaching their fullest human potential” (Northouse, 2015, p. 234). A servant leader also behaves ethically and does “the right thing in the right way” by holding “strong ethical standards, including being open, honest, and fair with followers” (Northouse, 2015, p. 235). Moreover, empowering means a leader shares their power “with followers by allowing them to have control”, by giving them “the freedom to be independent, make decisions on their own, and be self-sufficient” (Northouse, 2015, p. 235). Lastly, by creating value for the community, leaders
Whether an organization consists of five or 25,000 employees, human resources management is vital to the success of the organization. HR is important to all managers because it provides managers with the resources – the employees – necessary to produce the work for the managers and the organization. Beyond this role, HR is capable of becoming a strong strategic partner when it comes to “establishing the overall direction and objectives of key areas of human resource management in order to ensure that they not only are consistent with but also support the achievement of business goals.” (Massey, 1994, p. 27)
... Peachey, J. W. (2013). A systematic literature review of servant leadership theory in organizational contexts. Journal of Business Ethics, 113, 377-393. DOI: 10.1007/s10551-012-1322-6
Stone, A. G., Russell, R. F., & Patterson, K. (n.d.). Transformational versus servant leadership: A difference in leader focus. Retrieved from http://www.regent.edu/acad/sls/publications/conference_proceedings/servant_leadership_roundtable/2003pdf/stone_transformation_versus.pdf
The human resource frame promotes the concept of an organization being “…like an extended family complete with needs, feelings, prejudices, skills, and limitations” (Bolman & Deal, 2013).” The human resource frame insists compassion, support and empowerment from leaders. A way I would incorporate that into my leadership practice is by being empathetic and showing compassion. Effective leaders will incorporate an environment where their team is respected, safe, appreciated and valued. A leader who embraces supporting team members needs and encourages these needs to have a place in leadership constitutes the existence of the human resource frame and its relevance as an integral part of the success of an organization. This frame regards people's skills, attitudes, and commitment. It champions idea that organizations
Greenleaf (1977), in his book, “The role of servant leader” he told that a servant leader should be a servant first. According to him, servant leadership is actually a feel which begins in a person internally and it’s the intrinsic desire to serve others. According to Nyhan (2000), a leader who preferred the employee’s benefits over his own benefits is perfectly playing the role of servant leadership. Servant leadership expresses personal reliability and helping the organizational related members consisting upon employees and customers as well (Liden, Wayne, Zhao & Henderson 2008). Ehrhart (2004), defined the seven aspects of servant leadership. According to him the first aspect of servant leadership is to create relationships with the employees by spending time with them and by filling the gap of communication with them. According to second aspect, the servant leaders should encourage the followers by cooperating with them for example they should consider their opinions and thoughts in every organizational decision. In third aspect he cleared that such leaders helps the employees consequent by giving them opportunities to enrich their skills. For the demonstration of principled values, servant leaders behave morally and follow their promises made with their followers to strengthen the demonstration of values. Such leaders, exhibit their conceptual expertise through daily routine. According to sixth aspect, they place their followers/employees first to enhance their abilities and for their progression. Then, according to last point, the servant leaders create values for workers in external activities by engaging them in community services as well rather than of organizational services. The variable of servant leadership causes an environment of trust among organizational members that, at last, ensures the organizational success (Reinke 2004). Servant leadership is not about comparing the less abilities of
Human resource is the most valuable and unique asset of an organization. The successful management of an organization’s human resource is an exciting, dynamic and challenging task , especially at a time when the world has become a global village and economies are in a state of flux. The lack of talented resource and the growing expectation of the modern day employee has further increased the difficulty of the human resource function.