Servant Leadership, Authentic Leadership, and Race-Ethnicity and Gender Social Identity
Effective leadership, commonly regarded as both a learned skill and innate ability, is an essential characteristic of successful organizations (Northouse, 2016). Great leaders are said to define purpose, create a vision for the future, set high ethical standards, and guide their organizations through many circumstances and into new directions (Morrill, 2007; Parris & Peachey, 2012). Leadership is also described as complex – it can mean different things to different people. Given there is no standard approach to leadership, scholars focus on the process of leadership as opposed to the definition (Northouse, 2016). As a process, leadership is not simply possessing
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Greenleaf used a series of essays to coin the term in the 1970s (Mittal & Dorfman; 2012, Northouse, 2016). Greenleaf regarded servant leadership as a way of life rather than a management technique, describing it as an inward lifelong journey guided by the natural feeling one has to serve others first (Parris & Peachey, 2012). Centered in altruism, servant leadership is the only leadership approach grounded in the principle of caring for others (Northouse, 2016). Today, scholars widely believe the conceptualization of servant leadership as a human calling delayed empirical research (Northouse, 2016; Parris & Peachey, 2012). According to Parris and Peachey (2012), even Greenleaf admitted servant leadership is unorthodox and therefore difficult to operationalize. Those in academia struggled with how to appropriately test servant leadership given its presentation as a philosophy; however, the erosion of confidence in contemporary business leadership, couched in numerous recent business scandals, led to a renewed and increased interest in the theory (Mittal & Dorfman, 2012; Parris & Peachey, …show more content…
To date, the majority of research on servant leadership consists of developing modern theoretical frameworks. These frameworks, as shown by Northouse’s (2016) model of servant leadership (see appendix Figure 1) outlines necessary existing environmental and personal conditions, behaviors of servant leaders, and servant leadership outcomes. According to Northouse (2016), while no general consensus regarding servant leadership exists, the current framework is comprised of the overlap of key characteristics and attributes from the findings of Laub (1999), Wong and Davey (2007), Dennis and Bocarnea (2005), Barbuto and Wheeler (2006), Sendjava, Sarrs, and Santora (2008), and van Dierendonck and Nuijten (2011). Research has also focused on establishing measurement tools, such as the Servant Leadership Questionnaire (SLQ), with the intention that future scholars can utilize it to explore servant leadership in practice (Northouse, 2016; Parris & Peachey,
Servant leadership is a leadership style that is more democratic instead of autocratic. The employees are the center of this model. This leader is one that assesses the employee in the professional and personal growth. Servant leader follow the model established by Robert Greenleaf in 1977. Using Mr. Greenleaf’s ten characteristics, those will show the benefits of this type of leadership for both the company and employees. Does this style really do want is said of it. Yes, based on the research, this style is more beneficial toward the employees making them into employees that are more productive and want to stay with that company. When more companies follow this style, the retention of their employees will be higher as they would have
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.
The need to serve combined with a motivation to lead is the base of servant leader. Self determination has been positioned as an essential condition to be able to act as a servant leader (Dierendonck, 2009). It is expected that the power comes with a leadership position is used to provide others with the opportunity to become self-determined. servant leadership is also based on culture, countries with strong human orientation tend to have more servant leaders. As it is common for citizens to serve.
Benchmark – Servant Leadership and Christianity Servant Leadership is a leadership style that have been around since Jesus introduced it during his teaching. His style have been tried again and it has proved to work. Different organizations have gravitated to this style of leadership and they have become one of the biggest companies in the United States of America. Example of the company that practice Servant leadership is Southwest Airlines. Southwest Airlines management have practiced servant leadership style that it is now their motto.
This essay is fueled by my research into understanding me as a servant-leader in training. I grew up in a house where my dad owned his own company, though he worked alongside his employees. Both of my parents worked within the community, meeting the needs of those around them. Growing up in the house and watching them give of themselves gave me paradigms of servant-leadership, and helped me to recognize it when it existed. Their models of servant-leadership have helped to inspire and reassure me in my decision making. According to Robert Greenleaf, one must first take on the role of a good servant, before that of a good leader (2002). At the time I was first introduced to this concept by my parents it was
Northouse (2013) defines servant leadership as emphasizing that leaders be attentive to the concerns of their followers, empathize with them, and nurture them. Those who are truly servant leaders have the best interest of their followers at heart and are able to help them and lift them up, selflessly. Because politicians, police officers, and firefighters are all considered community and national leaders of our country, it is important that those are are put into these positions have characteristics of being a servant leader. Although some may argue that we may not be “followers” that does not take away from the leadership impact that they have.
Leadership at times can be a complex topic to delve into and may appear to be a simple and graspable concept for a certain few. Leadership skills are not simply acquired through position, seniority, pay scale, or the amount of titles an individual holds but is a characteristic acquired or is an innate trait for the fortunate few who possess it. Leadership can be misconstrued with management; a manager “manages” the daily operations of a company’s work while a leader envisions, influences, and empowers the individuals around them.
Most leadership models can be observed in the workplace and then explained in behavioural terms. Servant leadership differs from other models in that servant leadership comes from within the leader, surfacing out of the leader's principles, values, and beliefs. The servant leader's motivation and behaviour come exclusively from the personal principles,
The principles and characteristics of servant leadership are difficult for organizations to define because its philosophy lies in the essence of spirit rather than the concrete substance of it, (2010). The seven different emphases reviewed by Stephen Prosser in our text book attempt to frame the concepts of servant leadership to the needs of their organization, rewriting and interpreting a holistic mindset to justify a lineal contribution to their business. I found the majority of the seven different emphases of servant leadership described unreservedly divergent in my understanding of the philosophy of true servant leadership. Conversely, the majority of the emphases and the principles applied in their operations seemingly missed Greenleaf’s main principle, the commitment to being a servant, or the servant-leader is servant first, (2010). The emphases most divergent to my philosophy of servant leadership were the Egalitarians, Poets, Peripherals, Managerialists and Systematizers. Such as, the Egalitarians main focus is redistributing power, sharing authority equally amongst the group and consensus decision-making, lacks Greenleaf’s main concept, servant-leader is servant first. Whereas, the Managerialists ideology has taken
Servant leader’s impact extend beyond the boundaries of their organization, they use their position of power to create a better society. “We live at a time when holders of power are suspect, and actions that stem from authority are questioned.” ( )
Egalitarianism and Empowering were recommended more strongly in western cultures but less so in Asian and similar cultures. However, servant leadership dimensions of Empathy and Humility more strongly endorsed in Asian cultures than Western cultures. Such a leader by example, willing to become a servant to serve to lead; Its leadership is also the result of the to extend its service function. Servant leaders encourage cooperation, trust, seer, listening as well as the power of moral purpose. Servant leadership is not necessarily formal leadership positions. The advantage of servant leadership: the first is the servant leadership is a long-term work, the way of life evolution, it can stimulate positive changes within the community. The second one is Servant Leadership often compared with Transformational Leadership. The latter also attaches great importance to the collaboration. When both are shown to be the leader of grave concern, servant leadership more highlight its service characteristics, and the aspirations of transformational leadership are the leader in the service of organizational goals. Center of gravity in the organization for leadership is lead employees; this is the watershed of transformational leadership and servant leadership. However, the limitations of servant leadership: the first
Leadership has been defined in different ways, a definitaion of leadership that would be most commonly accepted would be “the ability of an individual to influence, motivate, and enable others to contribute toward the effectiveness and success of the organization…”(House et al., 1999, p. 184 as cited in Yukl, 2013, p. 19). After a comprehensive review of different leadership literature, Stogdill (1974, p. 259, as cited in Yukl, 2013, p. 18) concluded that “There are almost as many definitions of leadership as there are persons who have attempted to define the concept." Leadership can be viewed from two different angles one is shared influence process and other as a specialized role. Researcher who view leadership as a specialized role consider attributes as a factor in selecting a designated leader. On the contrast, theorist who emphasises on influence process considers “Leadership” as a social process or a pattern of relationship.
The article summarizes and gives an overview of servant leadership, a synopsis of motivating language theory, a model and proposition, and implications and future directions for research and practice. Robert K. Greenleaf stated “The Servant-Leader is servant first. It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. The best test, and difficult to administer is this: Do those served grow as persons? Do they while being served, become healthier, wiser, freer, more autonomous, and more likely themselves to become servants? And, what is the effect of the least privileged in society? Will they benefit, or at least not further be harmed.” Greenleaf (1977, p.13). There isn’t a specific or precise definition of servant leadership. However, based off what Greenleaf stated, one can assume that servant leadership is about serving and being a good leader not just delegating task and having a sense of power over someone else. In my opinion a servant leader should be inspiring and motivate their employees to want to do work even if no direct incentive is involved. Employees should feel that when things are tough or work is challenging that their leadership would be willing to do whatever to make them and the team
“Well done, good and faithful servant! You have been faithful with a few things, I will put you in charge of many things.” (Matthew 25:21 NIV) God has opened a new door for this individual to impact another community with the heart of a servant leader; willing to do all that is asked of him. God will use a willing heart and if you are willing to allow God to direct your paths, He will be glorified through the work He will accomplish through you. The task may seem daunting, the circumstances too monumental, but the Bible is a reminder; “For nothing will be impossible with God.” (Luke 1:37 ESV)
Many people associate leadership with a specific job title or form of power within an organization. However, through personal experience, I have concluded that leadership can come in many forms and position as well as from multiple sources of roles and job titles both with and without power. Based on the definition of leadership, anyone can be considered a leader as long as they have the ability to influence people to achieve a particular result or goal which benefits the organization or group as a whole. Individuals with a secure sense of self and understanding, acceptance of diversity within an organization tend to be the strongest leaders that not only make others want to follow, but they also encourage other leaders to gravitate to their