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M A S T E R L E A D E R C O U R S E

M421 Servant Leadership * * *

Table of Contents

1. Title Page

2. Table of Contents

3. Video: Ia Drang Part 1

4. Publish and Process

5. Scope

6. ELO

7. Video: Ia Drang Part 2

8. Leadership

9. Video: Ia Drang Part 3

10. Two Main Constructs of Servant Leadership

11. 10 Principles of Servant Leadership

12. Behavior toward Subordinates

13. Servant Leadership Habits

14. Servant Leadership Emotional Intelligence

15. Servant Leadership Disadvantages

3716. Servant Leadership Satisfiers and Motivators

Answer the question in your journal.

How does LTC Moore demonstrate Servant Leadership in this video?

Further Analysis

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What is one thought LTC Moore spoke about his Soldiers encountering in combat?

Scope Numerous research studies conducted on leaders

in academia and the corporate world have revealed

that individuals who contribute to their organization

beyond their formal job requirements are positively

associated with enhanced individual and

organizational productivity, efficiency, and employee

satisfaction. These outcomes reinforce the

importance of developing and fostering ethical,

cooperative and helpful behaviors in organizational

settings. As a result of this class, learners will have

a greater awareness of the tenants of servant

leadership and an understanding of the beneficial

aspects of using this leadership style.

ELO

ELO 400-MLC-0420.04 Action: Relate the principles, attributes, and applicability of servant leadership with Army doctrine.

Condition: In a group environment, given references, and collaboration.

Standard: Answer specific questions:

1. Interpreting the two main constructs of servant leadership;

2. Correlating the ten principles of servant leadership; and

3. Relating the application of servant leadership.

Learning Domain: Cognitive

Level of Learning: Analyis

Further Analysis

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What is Army leadership?

Further Analysis

ADP 6-22

Leadership is the process of influencing people by providing purpose, direction, and motivation to accomplish the mission

and improve the organization

Leaders communicate purpose, direction, and motivation. They provide clear directions which involves communicating what

to do to accomplish a mission: prioritizing tasks, assigning responsibility for completion, and ensuring subordinates

understand the standard.

Influencing is getting people whether they are military, civilian, governmental and non-governmental partners, or even

bystanders to do what is required.

Further Analysis

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Why do we have purpose in the Army?

Further Analysis

To give subordinates the reason to achieve a desired outcome.

The video on the next slide shows two different leaders and their leadership styles. The situation is a training event where a

Soldier is falling back in the formation. The situation occurs in two different platoons. The clip highlights the different leaders

and their response to their particular Soldier who has fallen back.

Answer the question in your journal.

What did you get from the movie clip?

Further Analysis

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What was the differences between the two leaders?

Further Analysis

While responses may vary, you could have commented on the differences in the leadership styles of the two leaders.

Answer the question in your journal.

What was LTC Moore and SGM Plumley’s assessment of both leaders?

Leadership Is

Leadership is an awesome responsibility (not just responsible for your Soldiers but to them) leaders are responsible to their

subordinates to look after their welfare to develop them, to correct and reward them, and to treat them with dignity and

respect.

A skill (born or made?): Leadership is not a trait someone is born with, it can be taught. Like all other skills, some are better at it than others. It can be improved and enhanced with development and practice.

Influence (compliance versus commitment): Leaders use influence to gain compliance commitment. Servant leaders realize it is better for subordinates to be compliant because they are committed than compliant because they must be.

Voluntary (caller ID): Leaders should not be using caller ID to screen their calls. Leadership positions are voluntary. By accepting promotions and additional rank and pay Soldiers also accept the leadership responsibilities that go along with it.

Soldiers are not leaders only when it is convenient. They are leaders ALL the time. Soldiers need to be told that if they don’t

want to assume the responsibility, then don’t accept the rank.

The ultimate test (better off or not): The ultimate test of a leader is “are your Soldiers and unit better off because of you?” If not, then there are issues with your leadership. For example, if your unit or section cannot operate without you then you

are not properly leading and developing your subordinates.

About character (just because you can does not mean you should) – Leaders have more power and authority than their

subordinates. This power and authority should not be used for personal benefit or to gain special perks and privileges (cell

phones, parking spaces, exemptions from PT, etc.). It is to be used to benefit the leader’s subordinates and enhance their

ability to do their job.

Leadership is NOT

About what you know but about what you do (action word) – Leadership is action. A person may know all about leadership,

but knowing what to do and doing it are two different things.

About being the boss (at the end of the day you have all the power) – A leader will always have position power. Commitment

is seldom gained through the use of position power. If a leader has to tell people they are in charge then chances are they

have lost credibility and relevance in the eyes of their subordinates.

Further Analysis

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Compare leadership with management.

Further Analysis

ADP 6-22

Management – the act or skill of controlling and making decisions about a business, department, sports team, etc. The act or process of deciding how to use something; controlling assets and/or resources.

Leadership – the process of influencing people by providing purpose, direction, and motivation to accomplish the mission and improve the organization.

Management

Can be accomplished without human interaction

Counts Value

Risk averse

Has subordinates

Leadership

Cannot be accomplished without human interaction

Does the right things

Assumes risk

Has followers

Further Analysis

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In your own words what does servant leadership mean to you?

Further Analysis

Serving others by working toward their development and well-being in order to meet goals for the common good.

Distancing oneself from using power, influence and position to serve self, and instead gravitating to a position where these

instruments are used to empower, enable and encourage those who are within one’s circle of influence (inflow).

Two Main Constructs of Servant Leadership

Ethical Behavior – personal conduct that is in accordance with principles of conduct that are considered correct, especially those of a given profession or group.

Concern for Subordinates – makes the personal and professional growth and developmental needs of subordinates a priority.

Further Analysis

Ethical behavior is based on the three “you’s”. If you have never heard of them they are the following:

There is the you that you think you are (thoughts, feelings, attitudes, behaviors, etc.).

There is the you that other people see (their perceptions of your beliefs, attitudes and feelings based off your

demonstrated behavior).

There is the real you. Who you really are on the inside.

The goal of ethical behavior is to get the three “you’s” as close to the same person as possible.

Further Analysis

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What does the ISIL, the Taliban, the Red Cross, Al Qaeda and the Roman Catholic Church all have in common?

Further Analysis

They all have a value system.

Values – the regard that something is held to deserve; the importance, worth, or usefulness of something; one's judgment of what is important in life

Morals – of or concerned with the judgment of the goodness or badness of human action and character; conforming to standards of what is right or just in behavior; virtuous

Ethics – the rules of conduct recognized in respect to a particular class of human actions or a particular group, culture, etc; pertaining to right and wrong in conduct

Principles – a fundamental truth or proposition that serves as the foundation for a system of belief or behavior or for a chain of reasoning.

Unlike values, morals and ethics, which vary greatly between cultures and change over time, principles are unchanging.

10 Principles of Servant Leadership

One of the most significant problems senior leaders experience in subordinate leaders that have developed bad leadership habits.

In fact, if they are honest, many of your learners will admit they too have developed bad habits over their careers.

Some contemporary Army leaders will say:

You’re a dirt bag.

You’re all jacked up.

You’re lazy.

Listening

Empathy

Healing

Awareness

Persuasion

Conceptualization

Foresight

Stewardship

Commitment to the Growth of People

Building Community

Further Analysis

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How does someone fix these mind sets?

Further Analysis

Separate the person from the behavior.

Now, a servant leader says:

Your uniform is excessively wrinkled and your boots need to be cleaned and brushed.

You failed to execute the proper clearing procedures.

As the senior NCO present, you failed to take the initiative and have your fellow Soldiers render the proper honors to the

colors.

Behavior toward Subordinates

Interpersonal skills: many times leaders who yell or talk harshly with their subordinates say, “that is just the way I am.” That is an untrue statement unless they yell or talk harshly to their superiors. Leaders should talk the same way to their subordinates as they

do to their superiors.

Listening: good leaders exercise active listening when talking to subordinates. Also, remember there are always three sides to every story, side A, side B, and the truth (reality). The truth will never be side A and it will never be side B. It will be closer to one

side or the other but because of individual biases and the different mental processing models people use, it will never be one side

or the other. This is especially true in a master sergeants world because of the complexity of the issues that confront them. If it is

an easy problem, someone else has already solved it.

Accountability is not the same as blame. Accountability affixes responsibility to an individual for what they do or fail to do. Although many people view it in a negative context, it should not be looked in that perspective. Accountability helps individuals see

who did what and why they did what they did so adjustments can be implemented and improvements made. When we realize we

are accountable for what we do, we will ensure we do what we are supposed to do. Accountability also helps to prevent apathy

and bad habits from forming.

Discipline is another word that has gained a negative connotation. To discipline someone is to teach them, not punish them. According to AR 600-20, paragraph 4-6 the following applies:

a. One of the most effective administrative corrective measures is extra training or instruction (including on-the-spot correction).

For example, if Soldiers appear in an improper uniform, they are required to correct it immediately; if they do not maintain their

housing area properly, they must correct the deficiency in a timely manner. If Soldiers have training deficiencies, they will be

required to take extra training or instruction in subjects directly related to the shortcoming.

b. The training, instruction, or correction given to a Soldier to correct deficiencies must be directly related to the deficiency. It

must be oriented to improving the Soldier’s performance in his or her problem area. Corrective measures may be taken after

normal duty hours. Such measures assume the nature of training or instruction, not punishment. Corrective training should

continue only until the training deficiency is overcome. Authority to use it is part of the inherent powers of command.

c. Care should be taken at all levels of command to ensure that training and instruction are not used in an oppressive manner to

evade the procedural safeguards applicable to imposing non-judicial punishment. Deficiencies satisfactorily corrected by

means of training and instruction will not be noted in the official records of the Soldiers concerned.

Genuine Interest: there is an old saying that actions speak louder than words. Stopping by the barracks on a Saturday or Sunday afternoon to ensure the washers and dryers are functioning properly shows that a leader genuinely cares about his/her Soldiers.

Organizing study sessions and mock boards shows a Soldier their leader genuinely cares for their success and well-being.

Seeking a subordinate out to tell them happy birthday or happy anniversary says more than a computer generated card delivered

through distribution. One of a leader’s greatest enemies is insincerity and one of a Soldiers greatest strengths is detecting

insincerity.

Servant Leadership Habits

Leadership is not who we are, it is what we do. It is a skill that can be learned and/or developed by changing our habits (behavior).

Habits travel through four stages before becoming the “default” response in our behavior.

Stage One: Unconscious and Unskilled – we have no knowledge and

are oblivious to the skill or behavior.

Stage Two: Conscious and Unskilled – we become aware of a new

behavior but have not yet developed the skills and habits

necessary to perform well on a consistent basis.

Stage Three: Conscious and Skilled – we are becoming more and more

skilled and comfortable with the new behavior, and it is

becoming a skill and even a habit.

Stage Four: Unconscious and Skilled – we don’t have to think about it

anymore because the behavior has become habit and very

natural.

Further Analysis

The main points are the following:

1. Changing a habit (behavior) must be a conscious effort. We cannot read about changing our behavior and hope it will

happen because hope is not a method. If a leader wants to become more of a servant leader of any other type of leader,

they must begin by assimilating the behaviors that define servant leadership or style. Sitting on a weight bench will not

make a person stronger, and staring at a running track will not make anyone run faster. If someone wants to change then they must do something.

2. Changing habits (behaviors) also applies to other areas of our lives and career and not just leadership. One of the major

tenants of servant leadership is developing subordinates and others. Helping them change detrimental and unproductive

habits (behaviors) is crucial to helping them develop and grow.

Servant Leadership Emotional Intelligence

Emotional intelligence is essential for a servant leader. All the qualities, principles and components of servant leadership are

interrelated. For example, many of the components of emotional intelligence are found in the Principles of Servant Leadership,

and Servant Leader Behaviors (empathy, awareness, patience, interpersonal skills.)

Emotional Intelligence is a broad term encompassing interpersonal skills, motivation, social skills, empathy, and self awareness. It

consists of four components:

Self–Awareness – Knowing one’s emotions; recognizing and understanding one’s personal moods, emotions, and drives, as well as their effect on others.

Self–Management (includes self-regulation and internal motivation) – Managing one’s emotions; controlling or redirecting disruptive impulses and moods; to think before acting.

Social Awareness (Empathy) – Recognizing emotions in others; identification with and understanding of another's situation, feelings, and motives.

Social Skill – Handling relationships; an ability to find common ground and build rapport.

Further Analysis

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What are some disadvantages of servant leadership?

Servant Leadership Disadvantages

Disturbing the concept of hierarchy.

The idea that it can be perceived as a “religious” concept and therefore alienate itself.

The title “servant” can be seen as detrimental, humility can be perceived as a weakness for a leader to have and some workers

may not respond to the approach.

Trust and a belief in being part of a team with no overt hierarchy and having an idea of serving a higher purpose is a complex

concept that not all leaders understand.

Servant Leadership Satisfiers and Motivators

Satisfiers also called maintenance factors, are those things people must receive from their employer in order to even expend minimum effort on the job. Includes wages, benefits, working conditions, and other basic safety and hygiene factors.

Motivators factors that stimulate people to put out more energy, effort, and enthusiasm in doing their jobs. Includes recognition, praise, appreciation, opportunity for growth, challenge, meaningful work and job satisfaction

These are the reasons researchers have discovered that people give for why they work where they do and why they leave one job

for another. Understand that while your subordinates are Soldiers they are still employees.

Further Analysis

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In your opinion what are some reasons why Americans (civilians) stay in their jobs?

Further Analysis

Top Reasons Why Americans Stay At Their Jobs (2012 Time Magazine Report) I enjoy the work I do (67%)

My job fits well with the other areas of my life (67%)

The benefits (60%)

The pay (59%)

2012 Survey on the Top Reasons American Workers Stay At Their Jobs 1. Exciting work and challenge

2. Career growth, learning and development

3. Working with great people

4. Fair pay-top

Further Analysis

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How does volunteer organizations get people to commit their time, talents, and other resources to their cause for no money?

Further Analysis

1. Organizational leadership identifies people’s perceived needs and provides the means and ways to meet those needs.

2. Volunteers buy into the mission and purpose of the organization and believe they are involved in something special and

important.

Further Analysis

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What does this have to do with servant leadership?

Further Analysis

There has been two studies conducted on why Soldiers left or were leaving the Army. The WESTAT study dealt with Army

Reserve enlisted Soldiers, and the Army Research Institute (ARI) study dealt with active duty Soldiers. The WESTAT study was the most extensive and scientific study ever done to find out why so many junior enlisted Soldiers (first term and mid-

term) were leaving the Army Reserve.

More than 12,000 Soldiers in 2,300 units responded to the survey.

The study results found it was the Soldier’s perception they were not being treated with respect and that their time was not

well spent.

Soldiers wanted to know that someone cared about them and they wanted to feel proud of their service.

2011 Survey Conducted by the Army Research Institute (ARI).

The study showed poor leadership is driving Soldiers to leave the Active Army, reinforcing the service's push to make leader

development a top priority.

The results of the survey revealed 26 percent of Sergeants and Staff Sergeants and 23 percent of Lieutenants and Captains

planned to leave the Army after completing their current service obligations. Of those 26 percent, 35 percent of enlisted and

26 percent of officers cited the quality of leadership at their duty stations as a reason for leaving.

Poor leadership was the top reason selected by the active-duty enlisted survey participants and the third-most popular

reason among the active-duty officers surveyed.

Among Noncommissioned Officers, leadership concerns were a greater motivation to quit than the relentless pace of

deployments.

The major points that I want to get across to you is that in Reserve, Soldiers wanted to know that someone cared about

them and they wanted to feel proud of their service.

Now, the major point to take away from the ARI study is that among the active duty Soldiers, the leadership concerns of noncommissioned officers were a greater motivation to quit than the relentless pace of deployments.

Answer the question in your journal.

How many of you know of a substandard leader?

Further Analysis

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What level of NCO leadership does the Army have the biggest issues with?

Further Analysis

Company grade NCOs (CPLs, SGTs and SSGs.)

Answer the question in your journal.

Why do you think that is?

Further Analysis

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What is the Army’s (or other services) most valuable resource?

Further Analysis

Our Soldiers!

Remember as senior NCOs, you cannot tolerate substandard situations when they know they exist. Providing inadequate

leadership to our most valuable resource is a substandard situation and one THEY are responsible for correcting.

Answer the question in your journal.

What guidance from this lesson will you place in your Servant Leadership toolbox for future use?

End of Presentation

Please contact your facilitator with any questions you may have.