Reflection report 1000word
alibashir202222
ORG30002Week4ServantLeadershipS12020.pdf
4/1/20
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Servant Leadership
Professor Sen Sendjaya Week 4 – Sem 1 2020
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AGENDA 1. The nature, definition, and impact of servant leadership
2. The six dimensions of servant leadership
3. Case study: Southwest Airlines
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A RECENT SYSTEMATIC REVIEW OF SL (EVA, ROBIN, SENDJAYA, LIDEN, & DIERENDONCK, 2019)
• 285 articles over 20 years (1998– 2018), 100 of which appeared in the last 4 years
• 16 measures of servant leadership
• Antecedents, moderators, mediators, outcomes (individual, team, organisation)
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Servant leadership is . . .
1) an other-oriented approach to leadership
2) manifested through one-on-one prioritizing of follower individual needs and interests,
3) and outward reorienting of their concern for self towards concern for others within the organization and the larger community.
Motive
Mode
Mindset
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THE TRANSFORMING INFLUENCE OF SERVANT LEADERS
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Working under your current leader, have you developed and grow n as a person and as an em ployee?
ON E FOLLOW ER
Intellectually
Socially
Spiritually Em otionally
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THE DEEP TRANSFORMING EFFECTS
• How I use my talents to benefit me in every single possible way
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• How I understand myself well enough to discover the best way to use my gifts to serve others
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0 5 10 15 20 25 30
Co mm itm en t to the Org an is a ti o n
Emp l oy ee Sati sfa cti on
Inte n ti o n to Sta y
Org Citi ze n sh ip Beh a vi o urs
In-ro l e Pe rform an ce
Tea m Pe rform an c e
Firm Perfo rma nc e
Se rva nt L ea de rs hi p Tran s fo rma tio n al Le a de rsh i p
EMPIRICAL EVIDENCES FOR SERVANT LEADERSHIP (MEASURED IN % OF ADDITIONAL VARIANCE)
S o u rce: Lid en et a l., 2 0 0 8 ; Peterso n , G a lvin , & La n g e, 2 0 1 2 ; S ch a u b ro eck et a l., 2 0 1 1 ; S ch n eid er & G eo rg e, 2 0 1 1 ; S en d ja ya et a l., 2 0 1 7 )
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INTERACTION EFFECTS OF SL AND FORMALISATION (SENDJAYA ET AL., 2017)
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A MULTILEVEL STUDY OF SL AND TEAM INNOVATION & EMPLOYEE CREATIVITY (Yoshida et al., 2014)
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ANECDOTAL EVIDENCES
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1. Would you work for Zappos? Why or why not?
2. Write a paragraph detailing the type of leaders that would fit to lead Zappos.
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Tony Hsieh CEO, Zappos
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SL STUDIES IN APPROX. 40 COUNTRIES
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NOMOLOGICAL NETWORK OF SL
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Objections to Servant leadership
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Too airy-fairy to be useful
Too long to take effect in short term
Too radical to be implementable
Too oxymoronic to be understandable
Too religious to be relevant
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Service Orientation (VS)
Authenticity Focus (AS)
Relational Em phasis (CR)
M oral Courage (RM )
Spiritual M otivation (TS)
Profound Change (TI)
THE SIX DIMENSIONS OF SERVANT LEADERSHIP
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THE SLBS-6 (Sendjaya et al., 2017)
Service Orientation (VS)
Authenticity Focus (AS)
Relational Em phasis (CR)
M oral Courage (RM )
Spiritual M otivation (TS)
Profound Change (TI)
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Service Orientation (VS)
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Authenticity Focus (AS)
“Pity the leader caught between unloving critics and uncritical lovers”
Professor John Gardner
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For only when a ruler has learned to listen closely to the people’s hearts, hearing their feelings uncommunicated, pains unexpressed, and complaints not spoken of, can he hope to inspire confidence in his people, understand something is wrong, and meet the true needs of his citizens. (Kim and Mauborgne, 1992, p. 124)
Relational Em phasis (CR)
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• The implicit cognitive process used to justify your decisions or actions
• Engaging others in moral discussions, challenging assumptions
Moral Reasoning
• Based on the moral reasoning, engaging in verbal or non-verbal behaviours
• Ensure that both the ends they seek and the means they employ can be morally legitimized, thoughtfully reasoned and ethically justified
Moral Actions
M oral Courage (RM )
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Spirituality
Calling
M eaning -fulness
Intercon nected-
ness
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Spiritual M otivation (TS)
M ihály Csíkszentm ihályi Professor Clarem ont Graduate University
”Being completely involved in an activity for its own sake. The ego falls away. Time flies. Every action, movement, and thought follows inevitably from the previous one, like playing jazz. Your whole being is involved, and you're using your skills to the utmost."
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I Do
You Watch
We Chat
I Do
You Help
We Chat
You do
I Help
We Chat
You do
I Watch
We Chat
You do
Someone Else
Watches
Role Modelling
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Profound Change (TI)
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Southwest Airlines
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SOUTHWEST AIRLINES
1971 TODAY • Airplanes 3 700 • Daily flights 12 3600 • Employees 198 46,000
• 49 yrs consecutive profitability • 0 involuntary layoffs
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“We are in the customer service business. We just happen to fly airplanes” Colleen Barrett, President Em eritus of Southw est Airlines
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SOUTHWEST AIRLINES
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Train people well enough so they can leave. Treat people well enough so they don’t want to Richard Branson
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