History & Definition of
Servant Leadership
From Wikipedia
Servant leadership is an approach to
leadership
development, coined and defined by
Robert Greenleaf
and advanced by several authors such as
Stephen Covey,
Peter Block,
Peter Senge,
Max De Pree,
Margaret Wheatley,
Ken Blanchard,
and others. Servant-leadership emphasizes the leader's
role as
steward
of the resources (human, financial and otherwise)
provided by the
organization.
It encourages leaders to serve others while staying
focused on achieving results in line with the
organization's values and integrity.
The modern concept of
Servant Leadership started with Robert Greenleaf, who
published his essay, "The Servant as Leader" in 1970.
This led to further essays from Greenleaf, and further
works from others, especially in recent years.
However, the concept is thousands of years older than
this. Chanakya or Kautilya, the famous strategic thinker
from ancient India, wrote about servant leadership in
his 4th century book Arthashastra. He clearly stated
that "the king [leader] shall consider as good, not what
pleases himself but what pleases his subjects
[followers]". He argued that "the king [leader] is a
paid servant and enjoys the resources of the state
together with the people".
The concept of servant leadership in the west can be
traced back, at least partly, to
Jesus'
teachings on leadership. He sought to teach his
disciples
that in order to be first they must "wash each other's
feet" (John 13:14). Jesus preached that people must seek
to serve each other in order to be true leaders. And
again, Jesus said that "many who are first will be last,
and many who are last will be first" (Matthew 19:30).
meaning that true leadership, according to Jesus, was
leadership based in servanthood.
Servant Leadership is also the main principle concept
behind the film,
The Emperor's Club,
that shows the relation of a teacher and student after
years of distinctive differences in their ambitions and
philosophies on life. Servant Leadership in the film,
teaches how "it is not living that is important, but
living rightly". In such a context, The Emperor's
Club clearly defines "right" and brings out its
moral implications on a heavily mortalised world.
It differs from other
leadership approaches by eschewing the common top-down
hierarchical
style, and instead emphasizing
collaboration,
trust, empathy, and the ethical use of power. At heart,
the individual is a servant first, making the conscious
decision to lead; his drive is to lead because he wants
to serve better, not because he desires increased power.
The objective is to enhance the growth of individuals in
the organization and increase teamwork and personal
involvement.
Taken from
Wikipedia
The Tao of Servant Leadership
By Lao Tse
When the Master governs, the people are hardly aware
that he exists.
Next best is a leader who is loved.
Next, one who is feared.
The worst is one who is despised.
If you don't trust the people,
you make them untrustworthy.
The Master doesn't talk, he acts.
When his work is done, the people say, "Amazing, we did
it, all by ourselves!"
Taken from Tao Te
Ching by Lao Tse, Translated by Stephen Mitchell
“In order to be a leader, you must have followers. And to have followers, you must have confidence. Hence the supreme quality for a leader is unquestionably integrity. Without it, no real success is possible. If your followers find you guilty of phoniness, if they find that you lack forthright integrity, you will fail. Your teachings and your actions must square with each other. The first great need, therefore, is integrity and high purpose.”
PRESIDENT DWIGHT
EISENHOWER
“Of those to whom much is given, much is required. And when at some future date the high court of history sits in judgment on each of us – recording whether in our brief span of service we fulfilled our responsibilities – our success or failure, we will be measured by the answers to four questions… Were we truly people of courage? Were we truly people of judgment? Were we truly people of integrity? Were we truly people of dedication?”
PRESIDENT JOHN
KENNEDY
Principles
of Servant Leadership
By Larry
Spears
After carefully considering Greenleaf's original writings, Larry Spears, CEO of the Greenleaf Center has identified a set of 10 characteristics that he views as being critical to the development of servant-leaders. These 10 are by no means exhaustive. However, they serve to communicate the power and promise that this concept offers
1. Listening
Traditionally, leaders
have been valued for their communication and decision
making skills. Servant-leaders must reinforce these
important skills by making a deep commitment to
listening intently to others. Servant-leaders seek to
identify and clarify the will of a group. They seek to
listen receptively to what is being and said (and not
said). Listening also encompasses getting in touch with
one's inner voice, and seeking to understand what one's
body, spirit, and mind are communicating.
2. Empathy
Servant-leaders strive to understand and empathize with
others. People need to be accepted and recognized for
their special and unique spirit. One must assume the
good intentions of coworkers and not reject them as
people, even when forced to reject their behavior or
performance.
3. Healing
Learning to heal is a powerful force for transformation
and integration. One of the great strengths of
servant-leadership is the potential for healing one's
self and others. In "The Servant as Leader",
Greenleaf writes, "There is something subtle
communicated to one who is being served and led if,
implicit in the compact between the servant-leader and
led is the understanding that the search for wholeness
is something that they have."
4. Awareness
General awareness, and especially self-awareness,
strengthens the servant-leader. Making a commitment to
foster awareness can be scary--one never knows that one
may discover! As Greenleaf observed, "Awareness is not a
giver of solace - it's just the opposite. It disturbed.
They are not seekers of solace. They have their own
inner security."
5. Persuasion
Servant-leaders rely on persuasion, rather than
positional authority in making decisions.
Servant-leaders seek to convince others, rather than
coerce compliance. This particular element offers one of
the clearest distinctions between the traditional
authoritarian model and that of servant-leadership. The
servant-leader is effective at building consensus within
groups.
6. Conceptualization
Servant-leaders seek to nurture their abilities to
"dream great dreams." The ability to look at a problem
(or an organization) from a conceptualizing perspective
means that one must think beyond day-to-day realities.
Servant-leaders must seek a delicate balance between
conceptualization and day-to-day focus.
7. Foresight
Foresight is a characteristic that enables
servant-leaders to understand lessons from the past, the
realities of the present, and the likely consequence of
a decision in the future. It is deeply rooted in the
intuitive mind.
8. Stewardship
Robert Greenleaf's view of all institutions was one in
which CEO's, staff, directors, and trustees all play
significance roles in holding their institutions in
trust for the great good of society.
9. Commitment to the
Growth of People
Servant-leaders believe that people have an intrinsic
value beyond their tangible contributions as workers. As
such, Servant-leaders are deeply committed to a
personal, professional, and spiritual growth of each and
every individual within the organization.
10. Building Community
Servant-leaders are aware that the shift from local
communities to large institutions as the primary shaper
of human lives has changed our perceptions and caused a
send of loss. Servant-leaders seek to identify a means
for building community among those who work within a
given institution.
From Larry Spears /
Greenleaf Center / Hampton House / Butler University
Servant Leadership
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