cultural context
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Gregory Dayes
CULTURAL CONTEXT AND RELIGIOUS VIEWPOINT.docx
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Running head: CULTURAL CONTEXT AND RELIGIOUS VIEWPOINT 1
CULTURAL CONTEXT AND RELIGIOUS VIEWPOINT 2
CULTURAL CONTEXT AND RELIGIOUS VIEWPOINT 5
St udent Name: Gregory Dayes
Inst ruct or Name: Maureen Talley
Course: MGT 410
Dat e: 11 Dec 2019
Cult ural Cont ext and Religious Viewpoint
Int roduct ion
This demand for servant leadership can somet imes go beyond just mere rhet oric.
When leaders show commit ment and loyalt y t o t heir subject s, t hen t hey can be
t ermed as servant leaders. Tradit ionally, leaders have been made t o feel like bosses
t hat somet imes care more about t hemselves t han t he people t hat t hey are act ually
supposed t o be leading. As a result , t hey have failed t o address t he main issues t hat
t hey ought t o look at , which in my view a boss should be looking at how t hey can
make t heir people bet t er t hem self and in doing so set t ing t hese people up for
success which will act ually make you has t he boss also successful. Many definit ions
have been put fort h in an at t empt t o define who great leaders are (In Nakanishi,
2015). Great leaders have been known as t hose leaders who possess cert ain qualit ies
t hat make t hem qualify t o be referred t o as servant leaders. Servant leaders usually
spend resources in t he int erest of t he people t hey lead. The not ion of leadership has
been explored from various st andpoint s. However, t his paper will analyze how a
specific religious t radit ion and cult ural orient at ion relat e t o servant leadership.
Servant Leadership from a Cult ural Perspect ive
In an art icle t hat illust rat es leadership about cult ure, a st udy of t he cult ural orient at ion
of t he Indian societ y shows t hat servant leadership can be t raced t o ant iquat ed India.
These are evident in t he manner most of t he Indian leaders lead t heir kin. India, as a
nat ion, has different societ ies, religions, ranks, and dialect s. Some of t he renowned
world leaders like Mahat ma Gandhi are Indians. Such leaders have remarkable qualit ies
t hat are similar t o t hose condit ions cont ained in t he servant leadership philosophies
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(In Nakanishi, 2015). The classes t hat are associat ed wit h servant leadership include;
Willful Subordinat ion qualit y implies t he abilit y of a leader t o forsake t heir self-int erest
for t he sake of t he general good. Not all leaders are in a posit ion t o make such a
sacrifice (Premchand, 2010). The st udy of t he Indian cult ure exposes some leaders
such as Mahat ma Gandhi, who proved beyond any reasonable doubt t hat t hey are
selfless and are int erest ed in serving t he int erest of t he public.
Being a Servant
It is because of t his qualit y t hat leaders view t hemselves as servant s and not bosses.
This qualit y makes leaders look at t hemselves as people who ought t o serve t he
int erest of t hose t hey lead. According t o Indian cult ure, leaders are seen as servant s
and not mast ers. There is t he same foundat ion t hat enabled Mahat ma Gandhi t o grow
int o a servant leader. Ot her qualit ies of servant leadership include humilit y,
responsibilit y, covenant al relat ionship, fairness, collaborat ion, equalit y, and
accessibilit y (Premchand, 2010).
Servant Leadership from a Religious Perspect ive
The issue of servant leadership about a religious t radit ion can give some insight s on
what is ent ailed in it and also explore t he level of consist ency in values propagat ed by
t he religion and t heir t eachings. Religious beliefs can dict at e what is considered as
servant leadership. All t he fait hful will be expect ed t o adhere t o t he laid down
inst ruct ions concerning values t hat must be upheld by servant leaders (Robert s,
2014). Among all t he religions, t his paper makes a crit ical analysis of Buddhism and it s
pract ices t hat are consist ent wit h servant leadership. Buddhism is a precisely
nont heist ic religion (Robert s, 2014). A closer look at t he values at t ribut ed t o servant
leadership in Buddhism is a clear t est imony t hat religion upholds some level of
responsibilit y. Buddhism is t echnically a nont heist ic religion but is significant values
aimed at guiding it s members.
Most import ant ly is t he fact t hat t hese values relat e more t o an individual's innat e
abilit ies and ext ernal pract ices of a leader. In Buddhism, four st at es of t he mind
cannot be put int o any measurement . They include joy, pat ience, compassion, and
love. Buddhism places a lot of emphasis on servant leadership t hat is charact erized by
virt ues t hat are useful in everyday life. The values t hat are encouraged in servant
leadership in t his religion seem t o be consist ent wit h what is expect ed of servant
leadership.
Comparing t he various religious t radit ions, Buddhism is more compat ible wit h servant
leadership since it emphasizes t he int errelat ionships t hat exist bet ween humanit y and
ot her creat ions. It is similar t o Hinduism because of it s st and on karma and also how
works of t he past have influenced t he present realit ies t hat individuals live in. For
inst ance, much of what humanit y suffers from is a product of past errors (Robert s,
2014). The result s of reckless leadership in t he past can be felt present ly by t hose
present . As a result , t here is a need t o ensure t hat servant leadership is upheld. The
Challenges faced by fut ure generat ions will most ly be dependent on t he kind of
mist akes and errors t hat are commit t ed t oday. Of all t he various t ypes of religion,
Buddhism st ands out for it s st and on servant leadership. Many t heories have been put
fort h in an at t empt t o diffuse more meaning t o t he phrase t o servant leadership.
There is an imminent conflict bet ween t he concept of human right s and Buddhism.
Besides, furt her conflict is also not ed on t he issue of collect ive labor. Buddhism
disagrees wit h t he west ern kind of t hinking and insist s t hat humans cannot have what
is referred t o as inalienable right s. This argument is founded on t he principle, which is
part of t heir t eaching t hat t he self is an illusion. It goes furt her t o argue t hat when
some value is placed on anyt hing, such as self, t hat implies t hat t he int erdependence
of all t hings will be ignored. In an art icle t hat examines t he failure of privacy right s in
Thai cult ure, t he debat e on self is ext ensively discussed. The dist inct ions have been
made clear by Buddhist s, especially concerning an individual's values. For inst ance, in
India, in t he t radit ion of giving, t here is discriminat ion bet ween donors based on ideas
of impunit y and merit (Zent ner, n.d). These creat e a syst em t hat can be considered
unfair because it denies people an opport unit y t o earn somet hing on qualit y.
Similarit ies and Differences bet ween Servant Leadership Philosophies
The similarit ies bet ween servant leadership t heories and some of t he qualit ies
pract iced in Buddhist religion include t he fact t hat Buddhism advocat es for
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int erdependency where bot h part ies can benefit . These are in line wit h t heir argument
t hat t he self, as proposed by West ern t hinking, is misleading. According t o Buddhist s,
t he concept is unaccept able. Inst ead, t here is a need t o build an all-inclusive societ y
where bot h t he leaders and t heir subject s are equal (Zent ner, n.d). This idea is in line
wit h t he concept s cont ained in t he philosophies of servant leadership. Besides,
Buddhism emphasizes t he need for leaders t o exercise, fairness, responsibilit y,
humilit y, and equalit y. All t hese qualit ies are in t andem wit h t he condit ions t hat are
cont ained in t he servant leadership philosophies. The only difference is t he fact t hat
Buddhism has a prescribed expect at ion of what servant leadership ought t o be.
References
In Nakanishi, D. T. (2015). Asian American leadership: A concise reference guide.
Premchand, A. (2010). Cont emporary India: Societ y and it s governance. New
Brunswick, NJ: Transact ion Publishers.
Robert s, G. E. (2014). Servant leader human resource management : A moral and
spirit ual perspect ive.
Zent ner, A. (n.d.). Servant Leadership and Religious Values: Drawing Speculat ion t o
Commonalit ies bet ween Servant Leadership Charact erist ics and Fait h-Based Values.
SSRN Elect ronic Journal. doi:10.2139/ssrn.2638587
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