Professional Development Plan Draft #2
njordan_23
servantofleadership2.docxRunning Head: SERVANT LEADERSHIP 1
SERVANT LEADERSHIP 3
Servant Leadership Put into Action.
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Over the years, we have heard or proposed that" good old days" need to come again. This is due to what people believe in the past was useful than what we have now. Leaders of the past are seen as valuable than those we have today (Eva et al., 2019). The question we all ask ourselves is, what changed?
Learners are being taught what the state feels should and when they should learn it (Lee et al. 2020). The leaders of tomorrow need to be people who embrace simplicity in their actions. Being a leader who wants change and values society, one should not be of a complicated character.
As a radicalized person, a leader should see what the community is going through and put empathy into it. They should then take action through the position they occupy to bring change and transformation to the people. The 21st century is blessed with fast and abundance means of passing information by the name of social media. It's a tool essential and, when well used, can bring fast change.
More so, a leader of the current 21st century should make laughing mandatory. Humanity has evolved, and human interaction is more common these days (Liao et al. 2020). A person who puts laughter on their face is more likely to win the confidence and trust of those they lead.
Furthermore, a current world leader who is transformed should feed those who rely on him and allow him to be provided. This can be through advice and pieces of wisdom from others. They should spit knowledge and guidance to those they lad and have a listening ear to digest input from others.
References
Eva, N., Robin, M., Sendjaya, S., van Dierendonck, D., & Liden, R. C. (2019). Servant leadership: A systematic review and call for future research. The Leadership Quarterly, 30(1), 111-132. https://www.sciencedirect.com/science/article/pii/S1048984317307774
Lee, A., Lyubovnikova, J., Tian, A. W., & Knight, C. (2020). Servant leadership: A meta‐analytic examination of incremental contribution, moderation, and mediation. Journal of Occupational and Organizational Psychology, 93(1), 1-44. https://onlinelibrary.wiley.com/doi/abs/10.1111/joop.12265
