Servant leadership is a form of administration which encompasses a set of accepted leadership practices and philosophies in a given country. This form of leadership is different from the traditional one since leaders' shares powers with their subjects, respects their needs and helps them in life development. In contrast, traditional leadership empowers leaders to exercise powers fully to their subjects. The term leadership was first coined by Robert K. Greenleaf in 1970. In his essay, Robert K. Greenleaf urged leaders to be servants of their people first in order for them to get be accredited as ‘servant leaders'. He further urged leaders to develop the desire and determination of serving their people. Robert K. Greenleaf further believed that the organizations had the potential of practicing servant leadership to its employees (Heifetz & Laurie, 2001).
He believed servant leadership was able to transform the world for the sake of humanity. Servant leadership is participative as opposed to autocratic and laissez-faire systems. In this case, the servant leaders are driven by the desire to support, motivate and encourage their citizens in realizing their potentials and capabilities. This is possible since delegates have an obligation to involve their subjects in decision making. Moreover, servant leadership in an organization leads to increased performance in business activities and employees satisfaction. In addition, it improves the relationship between the leaders and their subordinates (Arkin, 2004).
[...] We need courageous, risk taking and leaders who can make decision on their own. This aspect contradicts the servant leadership principles (Srica, 2008). References Arkin, A. (2004). Serve the servants. Journal People Management, 10(25), 30- 33. Heifetz, R & Laurie, D. (2001). The work of leadership. Harvard Business Review, 79(11) 141. Kezar, A. (2001). Investigating organizational fit in a participatory leadership environment. Journal of Higher Education Policy & Management, 85-101 Marquardt, M (2000). Action learning and leadership. [...]
[...] (2003). Transformational versus servant leadership: a difference in leader focus. Leadership & Organization Development Journal, 349-361. Whetstone, J. (2001). How virtue fits within business ethics. Journal of Business Ethics, 101-114. Winston, B. (2004). Servant leadership at Heritage Bible College: a single- case study. [...]
[...] Date of Interview: Gender: Male Female ( ) NB: Use X for response 1. How approachable is servant leadership? 2. Do you interact/communicate with employees too much, too little, or about the right amount? 3. How influential is servant leadership in improving a firm's competitive advantage? 4. How well do the members of your department communicate with each other? 5. Does servant leadership in creating and transferring knowledge within the firm affords the firms organizational advantage over markets? 6. How well does servant leadership build the firm's capability to succeed? 7. [...]
[...] Jesus is depicted from the bible to have practiced complete servant leadership to all human kinds. The bible further explains how God gave human beings freedom of either becoming servants or a follower of Jesus Christ. By looking towards Jesus, leaders get guidance and strengths of serving their people effectively. The biblical integration paper further explains how Jesus practiced heartily leadership. He was served humanity, mixed and dinned with sinner, and even washed feet of his disciples. This shows how Jesus humbled himself to his subjects despite the prestigious position he had in Gods kingdom. [...]
[...] This form of leadership is different from the traditional one since leaders' shares powers with their subjects, respects their needs and helps them in life development. In contrast, traditional leadership empowers leaders to exercise powers fully to their subjects. The term leadership was first coined by Robert K. Greenleaf in 1970. In his essay, Robert K. Greenleaf urged leaders to be servants of their people first in order for them to get be accredited as ‘servant leaders'. He further urged leaders to develop the desire and determination of serving their people. Robert K. [...]
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