Module 6: Journal Practice ‘Encourage the Heart’

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Chapter 10 Servant Leadership To print your results, click the “Print Survey” button toward end of the questionnaire. If you are using the Bookshelf desktop application, you may also print by selecting “File” then “Print”. Your results will be saved each time you log off. To save your results to a file, click “Print Survey” then select the option in the “Print” dialog box to save the pages as a PDF.

Servant Leadership Questionnaire

Instructions: Select two people who know you in a leadership capacity such as a coworker, fellow group member, or follower. Make two copies of this questionnaire and give a copy to each individual you have chosen. Using the following 7-point scale, ask them to indicate the extent to which they agree or disagree with the following statements as they pertain to your leadership. In these statements, “He/She” is referring to you in a leadership capacity.

Key: 1 = Strongly disagree 2 = Disagree 3 = Disagree somewhat 4 = Undecided 5 = Agree Somewhat 6 = Agree 7 = Strongly agree

StatementsStatements StronglyStrongly disagreedisagree DisagreeDisagree

DisagreeDisagree somewhatsomewhat UndecidedUndecided

AgreeAgree SomewhatSomewhat AgreeAgree

StronglyStrongly AgreeAgree

1. Others would seek help from him/her if they had a personal problem.

1 2 3 4 5 6 7

2. He/She emphasizes the importance of giving back to the community.

1 2 3 4 5 6 7

3. He/She can tell if something work related is going wrong.

1 2 3 4 5 6 7

4. He/She gives others the responsibility to make

1 2 3 4 5 6 7

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important decisions about their own jobs.

5. He/She makes others’ career development a priority.

1 2 3 4 5 6 7

6. He/She cares more about others’ success than his/her own.

1 2 3 4 5 6 7

7. He/She holds high ethical standards.

1 2 3 4 5 6 7

8. He/She cares about others’ personal well- being.

1 2 3 4 5 6 7

9. He/She is always interested in helping people in the community.

1 2 3 4 5 6 7

10. He/She is able to think through complex problems.

1 2 3 4 5 6 7

11. He/She encourages others to handle important work decisions on their own.

1 2 3 4 5 6 7

12. He/She is interested in

1 2 3 4 5 6 7

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making sure others reach their career goals.

13. He/She puts others’ best interests above his/her own.

1 2 3 4 5 6 7

14. He/She is always honest.

1 2 3 4 5 6 7

15. He/She takes time to talk to others on a personal level.

1 2 3 4 5 6 7

16. He/She is involved in community activities.

1 2 3 4 5 6 7

17. He/She has a thorough understanding of the organization and its goals.

1 2 3 4 5 6 7

18. He/She gives others the freedom to handle difficult situations in the way they feel is best.

1 2 3 4 5 6 7

19. He/She provides others with work experiences that enable them to

1 2 3 4 5 6 7

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develop new skills

20. He/She sacrifices his/her own interests to meet others’ needs.

1 2 3 4 5 6 7

21. He/She would not compromise ethical principles in order to meet success.

1 2 3 4 5 6 7

22. He/She can recognize when others are feeling down without asking them.

1 2 3 4 5 6 7

23. He/She encourages others to volunteer in the community.

1 2 3 4 5 6 7

24. He/She can solve work problems with new or creative ideas

1 2 3 4 5 6 7

25. If others need to make important decisions at work, they do not need to consult him/her.

1 2 3 4 5 6 7

26. He/She wants to know about others’ career goals.

1 2 3 4 5 6 7

6/19/2021 Introduction to Leadership: Concepts and Practice, 3e

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SCORING

Using the questionnaires on which others assessed your leadership, take the separate scores for each item, add them together, and divide that sum by two. This will give you the average score for that item. For example, if Person A assessed you at 4 for Item 2, and Person B marked you as a 6, your score for Item 2 would be 5

Once you have averaged each item’s scores, use the following steps to complete the scoring of the questionnaire:

1. Add up the scores on 1, 8, 15, and 22. This is your score for emotional healing.

2. Add up the scores for 2, 9, 16, and 23. This is your score for creating value for the community

3. Add up the scores for 3, 10, 17, and 24. This is your score for conceptual skills.

4. Add up the scores for 4, 11, 18, and 25. This is your score for empowering.

5. Add up the scores for 5, 12, 19, and 26. This is your score for helping followers grow and succeed.

6. Add up the scores for 6, 13, 20, and 27. This is your score for putting followers first.

7. Add up the scores for 7, 14, 21, and 28. This is your score for behaving ethically

Total scores:

Emotional Healing: 2525

Creating Value for the Community: 2626

27. He/She does what he/she can to make others’ jobs easier.

1 2 3 4 5 6 7

28. He/She values honesty more than profits.

1 2 3 4 5 6 7

6/19/2021 Introduction to Leadership: Concepts and Practice, 3e

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Conceptual Skills : 2525

Empowering: 2424

Helping Subordinates Grow and Succeed: 2222

Putting Subordinates First: 2424

Behaving Ethically: 2626

Scoring Interpretation

High range: A score between 23 and 28 means you strongly exhibit this servant leadership behavior.

Moderate range: A score between 14 and 22 means you tend to exhibit this behavior in an average way.

Low range: A score between 8 and 13 means you exhibit this leadership below the average or expected degree.

Extremely low range: A score between 0 and 7 means you are not inclined to exhibit this leadership behavior at all.

The scores you received on the Servant Leadership Questionnaire indicate the degree to which you exhibit the seven behaviors characteristic of a servant leader. You can use the results to assess areas in which you have strong servant leadership behaviors and areas in which you may strive to improve.

A servant leader guides and directs others based on what they truly need. This leadership approach embraces humility and the intention to improve others’ lives and communities. A servant leader’s first inclination is always to serve others. The servant leader questionnaire provides a framework to assess the essential behaviors that such leaders demonstrate.

Emotional Healing

High Range (22-28): Your score indicates you often exhibit this leadership behavior.

Emotional healing is expressed by servant leaders who are sensitive and respond to followers’ personal concerns. Empathy is one dimension of emotional healing and focus on understanding how others feel in a given situation. When leaders put themselves in another’s situation and experience his or her emotions and desires, they better understand how to lead

Suggestions for Improving Your LeadershipSuggestions for Improving Your Leadership

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by providing for that person’s needs. To strengthen your emotional healing ability, consider the following suggestions:

Take time some afternoon and sit in a public place (like a park or shopping mall) and engage in “people watching”. Choose someone at random who is unlike yourself (older, younger, dressed differently, etc.) and imagine what that person is like. Where do they live? What do they like to do in their spare time? How do they view the world? This can create a greater sense of emotional awareness. Recall a time of need in your life. What did you want the most? What could a leader have done for you to help you through this difficult time? How could you have reached out to others to help you cope? Volunteer at the Salvation Army or another philanthropic organization at least one afternoon every month. Seeing others less fortunate can increase your awareness of their needs. Listen to their stories and acknowledge their challenges. Create and send a care package to a deployed soldier and try to imagine the joy and comfort the care package will bring to the soldier away from his or her loved ones.

Creating Value for the Community

High Range (22-28): Your score indicates you often exhibit this leadership behavior.

Communities are groups of people who have a common purpose such as the location where they live (their neighborhood) or a common interests (e.g. religion, education). Servant leaders create value for a community by identifying the gifts of others, welcoming strangers, making new connections among people, and networking with others to improve their community. To create increased value for a community, consider the following suggestions:

List the various communities you belong to, such as school, work, church, etc. How do these communities affect you as a person and as a leader? How can you better support and promote the communities that you belong to? Volunteer as a Big Brother or Big Sister for an at-risk youth in your community. Being a role model and source of guidance and stability for young adults is extremely satisfying for the mentor and helps advance communities. Attend a local governmental meeting, such as for a city commission or zoning board, to learn about the issues confronting your community. You may consider joining or championing a specific issue raised at the meeting. Organize a canned food drive or collect donations to provide a holiday basket of food for a less-fortunate family.

Conceptual Skills

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High Range (22-28): Your score indicates you often exhibit this leadership behavior.

Servant leaders support followers by demonstrating a thorough understanding of the organization and the current or future tasks and goals. To achieve their goals, leaders need to solve problems creatively, include others, and provide needed guidance and assistance to help followers succeed. Creative servant leaders also provide those they lead with intellectual stimulation, a construct of transformational leadership, to inspire their best thinking and effort. To improve your conceptual skills to better serve others and your organization, consider the following leader actions:

Volunteer to assist the chairperson of a planning committee. The initial planning stages of a project provide opportunities to creatively draw on organizational assets and resources and include others. Reflect on ways that you have been creative. Did you fully utilizing your talents and strengths? If you are unsure, ask for feedback from a trusted, close associate who was able to observe your creativity. What did you learn from their feedback? Organize and create a “good ideas” group in your organization that allows followers to express ideas to improve processes and create efficiencies. Mentor one of your followers and encourage him/her to take advantage of your organization’s educational benefits. If your organization does not have educational benefits, help the follower seek other educational grants and scholarship opportunities to help that person.

Empowering

High Range (22-28): Your score indicates you often exhibit this leadership behavior.

Empowering others is about giving your power to others so they can achieve goals and complete tasks while gaining a sense of ownership. Servant leaders empower followers by helping them identify and solve problems, complete tasks, and make decisions. The best way to do this is by developing effective relationships with followers and truly giving them the ability to act without asking for permission. To enhance your ability to empower followers, consider the following leader actions:

Ask followers to share the responsibilities of running a meeting. Provide them the authorize to organize the meeting and assist them in running the meeting if they ask for your help; make the meeting their meeting. End each meeting you conduct with your followers by having everyone share a concern without fear of retribution or criticism. Ensure that everyone has a voice and that you will take their voice seriously. Examine how you give your power away to others and enable them to take ownership of a goal or task. Are you comfortable in giving your power away? Do you

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want to give your power away? Many times leaders want to control all aspects of a situation and are uncomfortable letting others take the lead. If you think you do this, consider ways you can empower others yet still have input to the situation. Take a follower out to lunch to discuss any issues he or she may have and possible solutions to existing or future issues.

Helping Subordinates Grow and Succeed

Moderate Range (14-22): Your score indicates you tend to exhibit this leadership behavior sometimes.

To help subordinates grow and succeed servant leaders act as mentors and assist them with their professional development. This takes time and effort. Servant leaders who commit to the process build stronger relationships with followers and receive tremendous satisfaction in their success. When followers know that their leaders truly care about them they reciprocate with an increased sense of loyalty and commitment to the organization. To strengthen your ability to professionally develop followers, consider the following suggestions:

Assist followers in developing a set of near-, short-, and long-term goals that better shape their future professional plans. Ensure they create SMART (Specific, Measurable, Attainable, Realistic, and Time sensitive goals) goals. Create a professional development program for your organization that meets monthly. Seek input from followers for the topics they would value most for their professional development. Review your own professional development. How has someone invested time and effort in you to help you become a better person and leader? How can you “pay it forward” by investing in someone to make them better? Organize meetings, lunches, or dinners with your followers and professionals from inside and outside your organization. Followers can benefit from informal mentoring that may create awareness of opportunities and increase their professional network.

Putting Subordinates First

High Range (22-28): Your score indicates you often exhibit this leadership behavior. Leaders who prioritize the needs of followers before their own, and often stop what they are doing to help others, demonstrate servant leadership. This sends a strong message to followers that their leader cares about them and is willing to sacrifice his or her time in an effort to help them. Putting others first is a core principle of servant leadership. To strengthen your ability to put others first, consider engaging in the following practices:

Create an open-door policy, allowing followers free access to you when they need guidance or direction with a problem. If your schedule doesn’t permit an open-door

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policy, hold regular office hours and encourage followers to stop by your office. Recall a time when others have put you before themselves. How did you feel when this happened? Were you aware of their sacrifice and did you communicate your appreciation to them for their time and effort to help/develop you? Make a concerted effort to make your followers look good. Publicly acknowledge their achievements and privately thank them for their contributions. Be less concerned that you receive your share of the credit and more concerned with expressing your gratitude and appreciation. Walk around your organization and greet everyone before going to your office. Stop and discuss any issues others may have before engaging in your daily tasks. You should spend more time listening than talking. Ask follow-up questions. Offer to meet others in their office rather than have them come to your office. Respond to your followers’ e-mails and voice mails within 24 hours. Your prompt replies will demonstrate that their concerns and feedback are important and valuable to you.

Behaving Ethically

High Range (22-28): Your score indicates you often exhibit this leadership behavior.

Transparency and honesty form the basis of any leadership relationship. Acting ethically is critical for servant leaders as others are looking to them for a sense of integrity found in effective leadership. Servant leaders must align actions with values to ensure other perceive them as always trying to do what is right. To strengthen your ethical behavior as a servant leader, please consider engaging in several of the following leadership behaviors:

Observe each of your followers and identify one action you could do to make their work easier or more rewarding. Whe you begin your day, think about your followers and the upcoming day and how you can develop a more others-centered mind-set. Pick up trash as you walk around your organization, illustrating to others a shared value of pride in your organization and your willingness to serve others regardless of the task. This simple act also illustrates the powerful aspect of acting consistently and with a sense of humility as a leader. Review your track record on honesty and transparency. Are you truly honest with others? Do people “get what they see” in regards to your values and actions? As often as you can, without breaking confidences, explain your thinking process to followers, and how you have made the decisions that affect them. Explain which factors you considered most important and how you took their concerns to heart. Do what you say you would do. Always follow through on what you say you would do. One way to destroy credibility is to act irresponsibly as a leader and not keep obligations or agreements you have made.

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