In his video Ken Blanchard, discusses the three pillars of business; servant leadership, innovation and entrepreneurial spirit (Blanchard, 2011). Servant leadership is not being a servant to those that you work with, it is offering direction and vision with stated goals. It sets a platform for all employees to know where the company is headed, while focusing energy on the set goal. It requires that both management and employees live according to the vision with customers being the primary focus. Servant leadership if done correctly draws out the innovation in employees. It asks people to bring their ideas to work and put on their thinking caps to move towards better practices, efficient processes and more satisfied customers. It allows for the entrepreneurial spirit in employees to be developed. Employees not only become a part of the process for development and innovation, but partners in the business. They have a personal stake in the company which can build long term loyal employees working to sustain and grow for the customer, themselves and the business.
Although servant leadership focuses on others and needs of the whole in most cases there could be some shortcomings to servant leadership. According to Lynch and Friedman servant leaders might easily focus more on the needs of the followers than the needs of the organization as a whole or considering the needs of society. It is important that servant leaders have an ethical base while considering the higher values of truth, justice, peace, compassion and human dignity (Lynch & Friedman, 2013). Servant leadership has its base in spiritual leadership in that both put their own needs aside for the greater good and require a following in order to lead. Servant leaders empower others and want at a core for everyone to succeed, as well as the business to grow. In servant leadership there is no longer an us versus them mentality in order to create excellent outcomes that create
employee contentment and effectiveness. As a case manager and union steward in my company being a servant leader is essential. On a daily basis I am empowering my clients to make positive decisions to benefit their lives. I take time to discuss their needs and ways to obtain them and assist in setting goals. As a union steward I focus on the needs of my fellow co-workers and ask for their input and ideas in order to meet their needs. I will continue to practice servant leadership daily in the hopes that I will grow as a leader.
Langdon Morris states that there are three different types of innovation incremental, breakthrough and business model and that innovation can increase the bottom line of a business if done correctly (Morris, 2013). In order for businesses to increase and grow using the innovative ideas of your employees in imperative to success. Who better to look at process or product and have ways to improve or develop new than those at the line daily? This is where you will find incremental and breakthrough innovation-your employees. Using the knowledge you obtain and create from your employees and customers will bring sustainable growth to a company. The business model takes into consideration not only the needs of the company and customer but looks at a broader market. Because the business model is a holistic description of a business and its relationship with the broader market, thinking about this model may offer greater insight and targeting (Morris, 2013).
The business model can be the most powerful. Incremental and breakthrough are necessary for companies to grow but the business model looks at not only growth but how the company relates to its customers. As a union steward with contract negotiation coming up I will be asking for co-union member input into what they would like to see in the contract and how it will benefit us a whole. Not just as employees but as community providers to vulnerable adults within our community. I believe that if people participate in the development of the contract we will have a better buy in and creative plan.
Social entrepreneurship discusses the entrepreneurial spirit through social change; helping impoverish, stopping injustice, water quality, gender inequality and universal education (Zietsma & Tuck, 2012). While looking to help society one must be careful not to change the norms of the cultural to meet their own. In entrepreneurial spirit each development must meet the needs of the culture that it is trying to thrive in. Teachers of social entrepreneurship must make sure that the teachings they are leading are accurate and up to date as to assist in providing balance for the student. If not rich country “do-gooders” run the risk of attempting to replicate their own norms and values in locations that just don’t need them (Zietsma & tuck, 2012). As a case manager I work with a diverse culture of clientele.
It is imperative that when I look to my entrepreneurial spirit to develop programs to assist these folks that I make sure to keep in mind their culture and not place on them my value. It is my hope to develop programming that will allow us to take into consideration the cultural of all those we serve instead of how it is now with the one size fits all approach that currently exists. An example being that in many homes it is that custom to take off one’s shoes before entering the home. Our agencies current rule is that we must wear shoes. It is my hope to develop a training program that will teach the importance of building relationships while respecting cultural customs of our clientele. This is how I intend to use entrepreneurial spirit in my work place.
Blanchard, K., (2011) The Ken Blanchard companies, Blanchard media solutions http://lc.gcumedia.com/zwebassets/courseMaterialPages/unv504_KBvideos.php Friedman, H.H., Lynch, J.A., (2013) Servant leader, spiritual leader: the case for convergence, Journal of Leadership, Accountability and Ethic, 10(2) 87-95. http://eds.a.ebscohost.com/eds/detail?vid=11&sid=84615525-2fc3-4322-84ce-dae1710e1cef%40sessionmgr4002&hid=4213&bdata=JnNpdGU9ZWRzLWxpdmUmc2NvcGU9c2l0ZQ%3d%3d#db=bth&AN=89867393 Morris, L. (2013), Three dimensions of innovation, International Management Review, 9(2) 5-10. http://eds.a.ebscohost.com/eds/detail?vid=9&sid=84615525-2fc3-4322-84ce-dae1710e1cef%40sessionmgr4002&hid=4213&bdata=JnNpdGU9ZWRzLWxpdmUmc2NvcGU9c2l0ZQ%3d%3d#db=bth&AN=91879701 Tuck, R., Zietsma, C., (2012), First, do no harm: evaluating resources for teaching social entrepreneurship, Academy of Management Learning and Education, 11(3) 512-517.