Servant Leadership
Running head: SERVANT LEADERSHIP
Servant Leadership
Servant leadership is considerably new within the study of organizational management, but is comprised of traditional concepts that teach the value and encourage the overall development of people. The scope of servant leadership is based in values that benefit employees, the organization, and the community as a whole (Gordon, 2012). This paper will serve as this writer’s comparative study of Greenleaf’s characteristics of servant leadership versus the characteristics of the Muslim religion and the situational leadership theory of Fiedler. This scope of this paper will also address the attribute of empathy within servant leadership, review an effective leader’s demonstration of empathy, and explain the importance of self-awareness and emotional intelligence in the capacity of servant leadership.
Greenleaf’s Theory on Servant Leadership Servant leaders should be instrumental in providing direction to the organization, through the development of a powerful visioning of the type of organization that is desired. Leaders would also exemplify the ability to develop a feeling of partnership through the development of clear goals (Salie, n.d.). Greenleaf’s theory of servant leadership is based upon the teachings of Jesus Christ in that good leaders evolve from those who have the natural capacity to be serving. He defines several attributes that must be present in a person willing to be a servant leader and they include: listening, healing, awareness, empathy, imagination, intuition, stewardship, and conceptualization. In addition the leader must demonstrate a commitment to growth, strong foresight and community building. Essentially, a good servant leader must be available to help his/her followers grow as individuals within the organization (Gordon, 2012).
Servant Leadership in the Situational Leadership Theory of Fred Fiedler The situational theory imposed
Servant Leadership
Servant leadership is considerably new within the study of organizational management, but is comprised of traditional concepts that teach the value and encourage the overall development of people. The scope of servant leadership is based in values that benefit employees, the organization, and the community as a whole (Gordon, 2012). This paper will serve as this writer’s comparative study of Greenleaf’s characteristics of servant leadership versus the characteristics of the Muslim religion and the situational leadership theory of Fiedler. This scope of this paper will also address the attribute of empathy within servant leadership, review an effective leader’s demonstration of empathy, and explain the importance of self-awareness and emotional intelligence in the capacity of servant leadership.
Greenleaf’s Theory on Servant Leadership Servant leaders should be instrumental in providing direction to the organization, through the development of a powerful visioning of the type of organization that is desired. Leaders would also exemplify the ability to develop a feeling of partnership through the development of clear goals (Salie, n.d.). Greenleaf’s theory of servant leadership is based upon the teachings of Jesus Christ in that good leaders evolve from those who have the natural capacity to be serving. He defines several attributes that must be present in a person willing to be a servant leader and they include: listening, healing, awareness, empathy, imagination, intuition, stewardship, and conceptualization. In addition the leader must demonstrate a commitment to growth, strong foresight and community building. Essentially, a good servant leader must be available to help his/her followers grow as individuals within the organization (Gordon, 2012).
Servant Leadership in the Situational Leadership Theory of Fred Fiedler The situational theory imposed
References: Antoine, P. (n.d.). Fiedler 's Contingency Theory of Leadership. Retrieved May 8, 2014 from http://www.stfrancis.edu/content/ba/ghkickul/stuwebs/btopics/works/fied.htm Fletcher, S. (2012). 5 Reasons Why Emotional Intelligence is Critical for Effective Leaders. Retrieved May 7, 2014 from http://leadchangegroup.com/5-reasons-why-emotional-intelligence-is-critical-for-leaders/ Gordon, Raymond Daniel Studies. Ed. . Thousand Oaks, CA:SAGE, 2007. 786-89. SAGE Reference Online. Web. 30 Jan. 2012. Oke, R. (Ed.). (2011). Organizational Behavior and Management. Hoboken, NJ: Wiley Custom Learning Solutions Spears, L. (2010). The Journal of Virtues & Leadership, Vol. 1 Iss. 1, 2010, 25-30. Retrieved May 7, 2014 from http://www.leadershiparlington.org/EMAIL%20UPLOADS/Spears_Final.pdf