Servant Leadership In The Workplace

Every organization strives for effectiveness and efficiency. Therefore, effectiveness is the degree to which the outcomes achieve the goals set for the activity (Shah and World Bank, 2015). I maintain effectiveness through punctuality, completing my work-related assignments on time, and in the required manner. Another important value is integrity. Integrity is a constant adherence to a strict moral and ethical code of conduct (Hanna, 2016). As a manager, I must keep truthfulness and honesty through the execution of my duties. I must handle government information with sincerity and know the information I must keep and know which one to disseminate for public consumption. Public office demands accountability from managers. Accountability is the
DCA must also apply servant leadership to motivate its staff. According to Northouse (2016), servant leadership begins with the natural feeling that one wants to serve, to serve first. The outcomes of servant leadership are follower performance and growth, organizational performance, and societal impact (Northouse, 2016). The servant leader will help Moshoeshoe 1 International Airport to provide services expeditiously, and impact the surrounding communities positively by providing jobs, and caring for the environment. The servant leader serves and influences the followers and the end goal of servant leadership is for those who are served to grow, to become more knowledgeable and empowered, to gain interdependence or independence, and to become servant leaders themselves (Komives et al., 2013). Based on this argument both transformational leadership and servant leadership are pertinent to managing public organizations because some organizations necessitate full transformation to achieve their objectives and goals while other need servant leadership to boost employee motivation and enhance
Such goals should be both achievable and measurable. Because political interests determine the goals of public organizations, public managers often face shifting priorities (Cohen and Eimicke, 2003). According to Cohen and Eimicke (2003), the most effective public manager learns to adjust programs quickly to reflect changed priorities. Therefore, an effective public manager foresees changes in policy direction and builds an agile organization capable of speedy redirection. Moreover, an effective manager must have the current information about his organization and surround himself with competent staff capable of responding to and acting swiftly in a changing environment. Again, an effective manager is vigilant about his actions to avoid unbearable repercussions. In addition, flexibility plays a significant role for an effective public manager because situations necessitate different approaches. Henry (2015) states that effective public managers are more flexible and accord scant effort to time management and planning. Bryson et al (2015) add that an effective public manager seeks to build trusting relationships with politicians, and this calls for demonstrated loyalty, perceived effectiveness, and political