DFTT Week11 p11
mary29
Chapter10.pptx
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Servant Leadership
Chapter 10
Northouse, Leadership 8e. © SAGE Publications, 2019.
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Overview (1 of 2)
Servant Leadership Description
Servant Leadership Defined
Historical Basis of Servant Leadership
Ten Characteristics of Servant Leadership
Building a Theory About Servant Leadership
Northouse, Leadership 8e. © SAGE Publications, 2019.
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Overview (2 of 2)
Building a Model of Servant Leadership
How Does Servant Leadership Work?
Strengths and Criticisms
Application
Northouse, Leadership 8e. © SAGE Publications, 2019.
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Servant Leadership Description
Servant Leadership--is a paradox: both service and influence
Interest in Servant Leadership
Most scholarship has been prescriptive, until recently
Past 10 years have clarified the concept and its assumptions
Focuses on leadership from the point of view of the leader and his/her behaviors
Servant leaders put followers first
Northouse, Leadership 8e. © SAGE Publications, 2019.
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Servant Leadership Defined
Greenleaf Definition:
“Servant leadership begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. . . . The difference manifests itself in the care taken by the servant--first to make sure that other people’s highest priority needs are being served. The best test . . . is: do those served grow as persons; do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become a servant? And, what is the effect on the least privileged in society; will they benefit, or, at least, will they not be further deprived?”
Sometimes treated as a trait, but viewed as a behavior in this chapter
Northouse, Leadership 8e. © SAGE Publications, 2019.
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Historical Basis of Servant Leadership
Greenleaf Center for Servant Leadership
Advocating for building consensus in groups rather than using coercive leadership
Inspired by Hesse’s novel, Journey to the East, where the travelers discovered the true leader of their group was the servant
Leaders have a social responsibility for the “have-nots”
Leaders shift authority to those who are being led
Northouse, Leadership 8e. © SAGE Publications, 2019.
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10 Characteristics of a Servant Leader (Spears, 2002) (1 of 3)
Listening--acknowledging the viewpoint of followers and validating these perspectives.
Empathy--“standing in the shoes” of another person and attempting to see the world from that person’s point of view.
Healing--in helping followers become whole, servant leaders are themselves healed.
Awareness--understanding oneself and the impact one has on others.
Northouse, Leadership 8e. © SAGE Publications, 2019.
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10 Characteristics of a Servant Leader (Spears, 2002) (2 of 3)
5. Persuasion--creates change through gentle, nonjudgmental argument.
6. Conceptualization--the ability to be a visionary for an organization.
7. Foresight--the ability to predict what is coming based on what is occurring in the present and what has happened in the past.
Northouse, Leadership 8e. © SAGE Publications, 2019.
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10 Characteristics of a Servant Leader (Spears, 2002) (3 of 3)
8. Stewardship--carefully managing the people and organization one has been given to lead. Holding the organization in trust for the greater good of society.
9. Commitment to the Growth of People--treating each follower as a unique person with intrinsic value beyond what he/she contributes to the organization.
10. Building Community--allowing followers to identify with something greater than themselves that they value.
Northouse, Leadership 8e. © SAGE Publications, 2019.
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Building a Theory about Servant Leadership (1 of 3)
Greenleaf’s leadership approach--loosely defined characteristics and normative principles
Servant leadership adopted as guiding philosophy in many organizations
Recent models of SL developed using multiple variables
Russell and Stone (2002)
Patterson (2003)
Coetzer et al. (2017)
Northouse, Leadership 8e. © SAGE Publications, 2019.
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Building a Theory About Servant Leadership (2 of 3)
Northouse, Leadership 8e. © SAGE Publications, 2019.
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Table 10.1: Key Characteristics of Servant Leadership
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Building a Theory About Servant Leadership (3 of 3)
Northouse, Leadership 8e. © SAGE Publications, 2019.
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Figure 10.1: Model of Servant Leadership
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Model of Servant Leadership (Liden et al., 2008) (1 of 5)
Antecedent Conditions (3)
Context and culture
Organizational context
Dimensions of culture (e.g., power distance)
Leader attributes
Traits interact with ability to engage in servant leadership (moral development, emotional intelligence, agreeableness, humility)
Follower receptivity
Some subordinates do not want to work with servant leaders
When matched with followers who desire it, servant leadership has a positive impact on performance and organizational citizenship behavior
Northouse, Leadership 8e. © SAGE Publications, 2019.
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Model of Servant Leadership (Liden et al., 2008) (2 of 5)
Servant Leader Behaviors (7)
Conceptualizing
Thorough understanding of the organization
For example, senior nursing supervisor in emergency room
Emotional healing
Recognizing others’ problems and taking the time to address them
For example, Hospice priest on Chicago’s south side
Putting followers first
For example, widely published health education professor
Northouse, Leadership 8e. © SAGE Publications, 2019.
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Model of Servant Leadership (Liden et al., 2008) (3 of 5)
Helping followers grow and succeed
Knowing followers’ professional or personal goals
For example, high school music teacher
Behaving ethically
Doing the right thing in the right way
For example, CEO and leaked document from rival company
Empowering
Allowing followers the freedom to be independent, make decisions on their own, and be self-sufficient
For example, college professor with TAs
Northouse, Leadership 8e. © SAGE Publications, 2019.
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Model of Servant Leadership (Liden et al., 2008) (4 of 5)
Creating value for the community
Intentionally giving back to the community
Encouraging followers to volunteer for community service
For example, principal of alternative high school
Northouse, Leadership 8e. © SAGE Publications, 2019.
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Model of Servant Leadership (Liden et al., 2008) (5 of 5)
Outcomes (3)
Follower performance and growth
Recognizing followers’ contributions and helping them realize their human potential
Favorable impact on subordinate in-role performance (identification with organization, adaptability, proactivity, service climate, reduced turnover, organizational citizenship)
Followers themselves may become servant leaders
Organizational performance
Positive relationship between servant leadership and OCB
Team effectiveness enhanced by increasing members’ shared confidence that they could be effective
Societal impact
For example, Mother Teresa and Sisters of Charity
For example, Southwest Airlines
Northouse, Leadership 8e. © SAGE Publications, 2019.
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How Does SL Work?
SL is different from many other leadership theories.
It is concerned with putting followers first and the outcomes that are likely to emerge.
SL works best when leaders are altruistic and have a strong motivation to help others.
It is important for followers to be receptive to this style of leadership.
SL results in community and societal change.
Northouse, Leadership 8e. © SAGE Publications, 2019.
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Strengths
Makes altruism the central component of the leadership process.
Provides a counterintuitive approach to the use of influence. Leaders should share control.
SL is not a panacea. It may not be effective when subordinates are not open to being guided, supported, and empowered.
Research has resulted in a sound measure of SL--the SLQ.
Northouse, Leadership 8e. © SAGE Publications, 2019.
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Criticisms
Because the name appears contradictory, SL may be seen as whimsical, or not really “leadership.”
Researchers are unable to reach consensus on a common definition or theoretical framework for SL.
The prescriptive overtone suggests that good leaders “put others first,” which conflicts with other principles of leadership such as directing, concern for production, and so on. It can also sound moralistic, which may deter some researchers.
Conceptualizing is not unique to servant leaders. It is unclear why it is included in this model.
Northouse, Leadership 8e. © SAGE Publications, 2019.
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Application
SL can be applied at all levels of management and in all types of organizations.
SL has been used extensively in a variety of organizations for more than 30 years.
Organizations should be careful to select employees who (a) are interested in building long-term relationships with followers and (b) have strong ethics.
SL is taught at many colleges and universities and is used by numerous independent coaches, trainers, and consultants.
Northouse, Leadership 8e. © SAGE Publications, 2019.
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