Jim Collins: Servant Leadership Analysis

The criteria that Jim Collins selected were sound. The level 5 leader’s attributes aligned well with that of servant leaders as well. Collins (2001) described level 5 leaders as ones that “Builds enduring greatness through a paradoxical combination of personal humility plus professional will” (p.5). That trait of being humble and doing what is in the best interest of the organization was present also. They do what was best for their organizations and employees, not just themselves so adding a servant leadership-like description is warranted. Picking the correct successor is also key to keep an organization great, and moving it in a positive forward direction. A criterion that I would add is persistence, many leaders fail or have set backs on the way to greatness. I believe few have been overnight successes with little obstacle in their way. It is through adversity that many
leaders test their resolve and learn to be more effective.
Fry and Slocum wrote part of spiritual leadership process are: making leaders and followers have purpose and impact in the organization. Also, leaders should create a culture or network were shared spiritual values are recognized, aspired to and nurtured. (Fry and Slocum, 2008, p. 90). I believe the more followers buy in and support the vision or concept the organization is behind the better. When people share beliefs and goals, their teamwork can allow success to come much easier. Fry and Slocum (2008) wrote: “...spiritual leadership generates hope/faith in the organizations’ vison that keeps followers looking forward to the future” (p.91). Keeping followers focused on the future can assist in motivating them.
Northouse (2013) provided considerable information on authentic leadership.
Authentic leadership deals partly with the relationship with oneself as a leader. Following and relying on one’s own instincts and judgements to lead others and do what is best for an organization. Luthans and Avolio (2003) as mentioned by Northouse, provided traits that may influence a leader to become an authentic leader; “confidence, hope, optimism and resilience” (p.265). At some time, I think we all have had a leader that did not possess most of these. If more leaders embodied these attributes or strived to have more, organization would be better off. Northouse likened authentic leaders with servant leaders and transformational leader as well; styles that emphases doing the right thing (Northhouse 2013, p.268). Authentic leaders need to be true to themselves and act in the best interest of the ones they lead. Their concern is not with how prestigious they are or that they are the most important person in an organization, but the job is done correctly and the business benefits from their
decisions.