need to write an assignment for Under History field
sreeharsha
HRTM7710-Leadership-Chpt10.pptxServant Leadership
Servant leadership is a paradox
Has both service and influence
Focuses on leadership from the point of view of the leader and his/her behaviors
Servant leaders put followers first
It is contradictory and challenges to our traditional beliefs about leadership
It is an approach that offers a unique perspective.
Servant Leadership Defined
Different perspectives has defined servant leadership in different ways:
Servant leadership begins with the natural feeling that one wants to serve, to serve first (Greenleaf, 1970).
Practicing servant leadership comes more naturally for some than others, but everyone can learn to be a servant leader (Spears, 2010).
Servant Leadership Defined
Servant leader uses less institutional power and control while shifting authority to those who are being led.
Servant leadership values community because it provides a face-to-face opportunity for individuals to experience interdependence, respect, trust, and individual growth (Greenleaf, 1970).
10 Characteristics of a Servant Leader (Spears, 2002)
1. Listening
Interactive process of communication between leaders and followers including sending and receiving message.
Servant leaders communicate by listening first.
Servant leaders acknowledging the viewpoint of followers and validating these perspectives.
10 Characteristics of a Servant Leader (Spears, 2002)
2. Empathy
“Standing in the shoes” of another person and attempting to see the world from that person’s point of view.
They truly understand what followers are thinking and feeling.
It makes the follower feel unique when a servant leader shows empathy
10 Characteristics of a Servant Leader (Spears, 2002)
3. Healing
Servant leaders care about the personal well-being of their followers.
They support followers by helping them overcome personal problems.
10 Characteristics of a Servant Leader (Spears, 2002)
4. Awareness
Understanding oneself and the impact one has on others.
With awareness, servant leaders are able to step aside and view themselves and their own perspectives in the greater context of the situation.
10 Characteristics of a Servant Leader (Spears, 2002)
5. Persuasion
Creates change through gentle, nonjudgmental argument.
Persuasion is opposite of coercion, which utilizes positional authority to force compliance.
10 Characteristics of a Servant Leader (Spears, 2002)
6. Conceptualization
The ability to be a visionary for an organization by providing a clear sense of its goals and direction.
Conceptualization helps servant leaders to respond to complex organizational problems in creative ways to its long-term goals.
10 Characteristics of a Servant Leader (Spears, 2002)
7. Foresight
The ability to predict what is coming based on what is occurring in the present and what has happened in the past.
Leaders should be held accountable for any failures to anticipate what reasonably could be foreseen and to act on that understanding.
10 Characteristics of a Servant Leader (Spears, 2002)
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.
10 Characteristics of a Servant Leader (Spears, 2002)
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.
Servant leaders are committed to helping each person in the organization grow personally and professionally.
10 Characteristics of a Servant Leader (Spears, 2002)
9. Commitment to the growth of people
Commitment can take many forms, including
providing followers with opportunities for career development,
helping them develop new work skills,
taking a personal interest in the their ideas, and
involving them in decision making (Spears, 2002).
10 Characteristics of a Servant Leader (Spears, 2002)
10. Building community
Allowing followers to identify with something greater than themselves that they value.
Servant leaders build community to provide a place where people can feel safe and connected with others, but are still allowed to express their own individuality.
Building a Theory about Servant Leadership
Different researcher has treated servant leadership in different ways:
As a trait phenomenon (e.g., courage, humility)
As a behavioral process (e.g., serving and developing others)
Summary of some of these studies illustrated clearly in the next slide.
Building a Theory about Servant Leadership
Servant Leadership Model (Liden et al., 2008, 2014)
Three main components:
Antecedent conditions,
Servant leader behaviors, and
Leadership outcomes
Servant Leadership Model (Liden et al., 2008, 2014)
Servant Leadership Model (Liden et al., 2008, 2014)
Antecedent conditions: Three antecedent
1. Context and culture
Occurs within a given organizational context and in a particular culture.
2. Leaders Attributes
Individuals bring their own traits and ideas about leading to leadership situations.
Servant Leadership Model (Liden et al., 2008, 2014)
3. Follower receptivity
When matched with followers who desire it, servant leadership has a positive impact on performance and organizational citizenship behavior.
However, some subordinates do not want to work with servant leader
Servant Leadership Model (Liden et al., 2008, 2014)
Servant leader behaviors: Seven antecedent
Conceptualizing
Thorough understanding of the organization-its purposes, complexities, and mission.
For example, senior nursing supervisor in emergency room
Servant Leadership Model (Liden et al., 2008, 2014)
Servant leader behaviors: Seven antecedent
Emotional healing
Recognizing others’ problems and taking the time to address them
For example, Hospice priest on Chicago’s south side
Servant Leadership Model (Liden et al., 2008, 2014)
Servant leader behaviors: Seven antecedent
Putting followers first
Using 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.
For example, widely published health education professor
Servant Leadership Model (Liden et al., 2008, 2014)
Servant leader behaviors: Seven antecedent
Helping followers grow and succeed
Knowing followers’ professional or personal goals
For example, high school music teacher
Servant Leadership Model (Liden et al., 2008, 2014)
Servant leader behaviors: Seven antecedent
Behaving ethically
Doing the right thing in the right way
For example, CEO and leaked document from rival company
Servant Leadership Model (Liden et al., 2008, 2014)
Servant leader behaviors: Seven antecedent
Empowering
Allowing followers the freedom to be independent, make decisions on their own, and be self-sufficient
For example, college professor with TAs
Servant Leadership Model (Liden et al., 2008, 2014)
Servant leader behaviors: Seven antecedent
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
Servant Leadership Model (Liden et al., 2008, 2014)
Leadership outcomes: Three antecedent
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
Servant Leadership Model (Liden et al., 2008, 2014)
Leadership outcomes: Three antecedent
Organizational performance
Positive relationship between servant leadership and OCB (Organizational Citizenship Behaviors)
Team effectiveness enhanced by increasing members’ shared confidence that they could be effective
Servant Leadership Model (Liden et al., 2008, 2014)
Leadership outcomes: Three antecedent
Societal impact
Have positive impact on society
For example, Mother Teresa and Sisters of Charity
How does Servant Leadership (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.
Strength and weakness
Strengths
Provides proactive approach to the use of influence or power in leadership.
weakness
Conceptualizing is not unique to servant leaders
Strength and weakness
Strengths
Central component of leadership process
weakness
Researchers are unable to reach consensus on a common definition of servant leadership
Thank you
