Servant Leadership
Servant leadership
Servant leadership is a well-known leadership structure which was developed in 1970 by Robert Greenleaf. Servant leaders serve the people they lead, which mean that workers are an end rather than means to a company’s reason or bottom line. Servant leadership is supposed to reinstate control and command structures of leadership, to be more concentrated on the requirements of others (Northouse, 2003).
Servants commit themselves to serving the requirements of company members, pay attention on meeting the requirements of their followers, and develop workers to bring out superior qualities in them, train others and support their self idiom, facilitate individual growth in all colleagues and listen well to make up a feeling of joint ownership and community (Blanchard, 2003).
Servant leaders are said to be effectual since the requirements of followers are considered substantially so that they attain their absolute potential, thus perform at their level best. The benefit of servant leadership is that it obliges people from self serving, dominant leadership and coerces those in charge to work harder concerning issues of respect, motivation and valuation of people reporting to them (Blanchard, 2003).
Servant leadership also suggests performance for workers instead of assisting them to think for themselves. Treating workers as partners is more valuing and respectful. Serving people’s requirements forms the image of being subservient; therefore, leaders ought to serve the requirements of shareholders before looking at those of workers (Greenleaf& Spears, 2002).
Conclusion
Servant leadership is a recommendable model of leadership it enables followers or workers to have a feeling of community and therefore, they perform not only for their own good but also for the good of entire organization. This form of leadership enables workers to be selfless as they work together with a feeling of joint ownership.
References
Blanchard, K. (2003). Servant
Servant leadership is a well-known leadership structure which was developed in 1970 by Robert Greenleaf. Servant leaders serve the people they lead, which mean that workers are an end rather than means to a company’s reason or bottom line. Servant leadership is supposed to reinstate control and command structures of leadership, to be more concentrated on the requirements of others (Northouse, 2003).
Servants commit themselves to serving the requirements of company members, pay attention on meeting the requirements of their followers, and develop workers to bring out superior qualities in them, train others and support their self idiom, facilitate individual growth in all colleagues and listen well to make up a feeling of joint ownership and community (Blanchard, 2003).
Servant leaders are said to be effectual since the requirements of followers are considered substantially so that they attain their absolute potential, thus perform at their level best. The benefit of servant leadership is that it obliges people from self serving, dominant leadership and coerces those in charge to work harder concerning issues of respect, motivation and valuation of people reporting to them (Blanchard, 2003).
Servant leadership also suggests performance for workers instead of assisting them to think for themselves. Treating workers as partners is more valuing and respectful. Serving people’s requirements forms the image of being subservient; therefore, leaders ought to serve the requirements of shareholders before looking at those of workers (Greenleaf& Spears, 2002).
Conclusion
Servant leadership is a recommendable model of leadership it enables followers or workers to have a feeling of community and therefore, they perform not only for their own good but also for the good of entire organization. This form of leadership enables workers to be selfless as they work together with a feeling of joint ownership.
References
Blanchard, K. (2003). Servant
References: Blanchard, K. (2003). Servant Leader. Thomas Nelson Inc. Greenleaf, R.K. & SpearS, L.C.(2002). Servant Leadership: A Journey Into the Nature of Legitimate Power and Greatness. NY: Paulist Press. Northouse, P.G. (2003). Leadership: Theory and practice. (6th Ed. PP. 219-222). Thousand Oaks, CA: Sage Publications