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This paper will discuss Servant Leadership and compare it with transformational leadership. It will examine the characteristics of servant leadership in competitive industries and the practicality of the theory in real-world situations. We will also explore the biblical perspective on this theory and its criticisms. The concept of Servant Leadership emerged in the 1970s and emphasizes that great leaders prioritize serving others. Unlike transformational leadership which suggests leaders can be developed or trained, servant leadership implies that leaders must have a certain set of values to be successful.
Both styles will be analyzed for their similarities and differences in driving organizational change in competitive markets.
According to Robert K. Greenleaf, Servant Leadership is distinguished from transformational leadership. The term was introduced by Greenleaf in his 1970 essay "The Servant as Leader," wherein he described a servant-leader as someone who desires to serve before seeking to lead. This kind of leader differs from those who prioritize being a leader, often driven by power or material possessions.
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Greenleaf highlights the existence of different degrees and combinations of these leadership types within human nature. For additional details, please visit www.greenleaf.org/whatissl/.
Servant leaders prioritize the growth and potential of others, aiming to develop them into leaders. They establish meaningful connections with people on an emotional level and sacrifice personal advancement to support their team. In contrast, transformational leaders focus on developing the organization through innovation and creativity. They embrace risk-taking and prioritize intellectual stimulation rather than solely focusing on individual potential, character, and values like servant leaders do.
What are the distinguishing qualities of servant leaders, and how can they be nurtured?
Spears compiled a list of traits for servant leaders, based on Greenleaf's original writings.
1. The servant-leader places great value on their communication and decision-making skills. However, they recognize the importance of reinforcing these skills with a deep commitment to actively listening to others. Their goal is to understand the desires and intentions of a group and to assist in clarifying those desires. They strive to be receptive listeners who genuinely absorb what is being said. Engaging in regular periods of reflection is crucial for the growth of the servant-leader. 2. Additionally, the servant-leader strives to comprehend and empathize with others. They believe in accepting and acknowledging individuals for their unique qualities and spirits. They choose to view their coworkers with goodwill, despite needing to address any inappropriate behavior or performance issues.
One of the strengths of servant-leadership is its potential to heal oneself and others. Many individuals carry emotional wounds, but servant-leaders recognize the opportunity to restore wholeness. In "The Servant as Leader," Greenleaf emphasizes that pursuing wholeness is a shared endeavor between the servant-leader and those led.
Awareness, especially self-awareness, is another crucial aspect that empowers the servant-leader. It also helps understand ethical and value-related matters better. This awareness allows for a more holistic perspective in approaching different situations. According to Greenleaf, awareness is not comforting but rather disruptive and awakening. Effective leaders remain vigilant and somewhat unsettled as they seek inner serenity instead of solace.
6. Servant-leaders rely on persuasion rather than positional authority for decision-making in an organization. They aim to convince others instead of forcing compliance, setting them apart from traditional authoritarian leaders. The servant-leader excels at building consensus within groups. 7. Servant-leaders strive to develop their capacity to envision ambitious goals. The capability to view a problem or organization conceptually entails thinking beyond daily realities.
Being a servant-leader requires discipline and practice for many managers. It involves balancing conceptual thinking with a day-to-day focused approach. Foresight is important in understanding the lessons from the past, realities of the present, and likely consequences of decisions for the future. This characteristic is deeply rooted within the intuitive mind and deserves careful attention in leadership studies.
Stewardship, as defined by Peter Block, entails holding something in trust for another. According to Robert Greenleaf, all institutions should be held in trust by CEOs, staff, and trustees for the greater good of society. Servant-leadership also necessitates a commitment to serving the needs of others.
It also emphasizes the use of openness and persuasion rather than control. 11.
Commitment to the growth of people. Servant-leaders believe that people have an intrinsic value beyond their tangible contributions as workers. As a result, the servant-leader is deeply committed to the growth of each and every individual within the institution. The servant-leader recognizes the tremendous responsibility to do everything possible to nurture the growth of employees.
12. Building community. The servant-leader senses that much has been lost in recent human history as a result of the shift from local communities to large institutions as the primary shaper of human lives.
The servant-leader's awareness drives them to find ways to build community within their workplace or institution. Servant-leadership believes that genuine community can be established among employees and members of various institutions. Greenleaf stated that rebuilding community as a viable form of life for many people simply requires a sufficient number of servant-leaders to lead the way. This must be done not through mass movements, but through each servant-leader taking personal responsibility for a specific community-oriented group. (Source: Spears, Larry C. "Practicing Servant-Leadership" Leader to Leader. 34 (Fall 2004)7-11)
The Maxwell Leadership Bible emphasizes the importance of Servant Leadership and its connection to good listening skills. Maxwell repeatedly mentions the significance of listening skills and humility in his writings. While Servant Leadership is currently popular, it is worth considering whether individuals truly grasp the challenges that come with following Maxwell's teachings.
In Maxwell, Chronicles 21:8 states, we are urged to reflect on the teachings of our Lord regarding servant leadership. These teachings emphasize the following aspects of God's Economy: the pursuit of love and service to others, striving to improve the welfare of people, seeing others as brothers who complement one another, having the motive to meet needs and grow the cause, and ultimately resulting in the glorification of God. However, in contrast, the Human Economy focuses on the pursuit of power and prestige, seeking to improve wealth and status, viewing others as enemies and competitors, having the motive to remove or eliminate opposition, and ultimately resulting in the glorification of the leader.
The task of adapting the "Human Economy" to align with God's Economy is a daunting project. For some companies, it may even seem impossible to implement the Servant Theory in a competitive market. Maxwell refers to scripture in Athaliah, stating that some leaders assume positions of power out of love and a sense of mission, while others seek power solely to exert control over others and revel in a sense of superiority (557). In the past, leaders in a competitive market were expected to embody the values of the Human Economy, focusing on their own power and success. However, time has shown that God's values are different. This raises the question: can Servant Leadership find a place in the competitive work industry?
Is there a place for Servant Leadership in a competitive market? Absolutely. Companies like Southwest Airlines and Amazon demonstrate that prioritizing ethics, social responsibility, consideration, and humility towards others can lead to success. We all want to engage with businesses that care about their employees and work diligently to fulfill our needs. The market indicates that Servant Leadership can be integrated with other forms of leadership while upholding moral principles. In "The roles of values in servant leadership," leaders must establish a value system that serves.
Values are essential in servant leadership and influence how servant leaders behave (79). We all want to be part of organizations that uphold our ethical, societal, and professional values. As a result, it makes sense that we are drawn to doing business with companies that embody these qualities - companies we trust and feel proud to work with. Therefore, it is not surprising that many successful companies today adopt the principles of servant leadership.
What are the criticisms of Servant Leadership?
Multiple articles have labeled "Servant Leadership" as a gentle approach, suggesting that its traits are not fitting for the competitive market. Degraff and Tilley even argue that a servant leader's emphasis on serving and inspiring others dilutes accountability and responsibility. Additionally, some assert that this leadership style is immeasurable or lacks sufficient measurement data, necessitating further information. Critics struggle to comprehend how a company can be both divine and prosperous.
Conclusion
While analyzing various management styles, I found that "Servant Leadership" is not the sole theory in use. It is being combined with other types of leadership too. However, it is undeniable that "Servant Leadership" proves effective as companies implementing this style exhibit higher profits, lower employee turnover rates, and forge stronger community connections. If I were to revise this report, I would explore the integration of "Servant Leadership" with other leadership styles more extensively as it presents a fascinating concept.
References
Bass, B. M.; Avolio, B. J., (1994b). Transformational leadership and organizational culture. International Journal of Public Administration, 17 (3/4), 541-552 DeGraaf, Don; Tilley, Colin; & Neal, Larry. (2001). The Greenleaf Center for Servant-
Leadership, "Voices of Servant-Leadership Series." Servant-leadership Characteristics In Organizational Life Dennis, R., Bocarnea, M., (2005). Development of the servant leadership assessment instrument, Leadership & Organization Development Journal, 26 (8) Maxwell, J.C. & Elmore, T (Ed.) (2007). The Maxwell Leadership Bible; New King james version (2nd ed.). Nashville, TN: Thomas Nelson Parolini, J., Patterson, K., Winston B. (2009). Distinguishing between transformational and servant leadership, Leadership & Organization Development Journal, 30 (3) Robbins, S. P., & Coulter, M. (2007). Management,(10th ed.) (p. 12). Upper Saddle River,NJ: Pearson Prentice Hall. Russell,R(2001). The role of values in servant leadership,L eadership & Organization Development Journal, 22(2) Spears,Larry C."Practicing Servant-Leadership" Leader to Leader.34(Fall 2004)7-11 www.brighthub.com
For more information about servant leadership characteristics, visit the following links: www.greenleaf.org/whatissl/ and www.kingdomcauses.org/.../San%20Dimas%20Photos/SERVANT%20LEADERSHIP%20CHARACTERISTICS.pdf.
Servant Leadership vs. Transformational Leadership: A Comparative Analysis. (2016, Jun 06). Retrieved from https://studymoose.com/servant-leadership-paper-essay
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