[26][3][1][25], Servant leadership also contributes to employees' goal achievement and success. As one moves up higher into leadership, then there are more people to serve. Servant leadership stresses the importance of the role a leader plays as the steward of the resources of the group, and teaches leaders to serve others while still achieving the goals set forth by the business. Servant leaders are a revolutionary bunch–they take the traditional power leadership model and turn it completely upside down. [26] Likewise, Servant Leaders managing the work environment and things such as "rewards, deadlines, work allocation and performance evaluations"[26] have a positive effect on the well being and satisfaction of employees because the practices of a Servant Leader deals with these aspects in a way that benefits the employees in every way possible. Sendjaya, Eva, Butar-Butar, Robin and Castles' (2019) [18] 6-item composite of the Servant Leadership Behavior Scale (SLBS-6) which uniquely contributes a spiritual dimension, a distinguishing feature that makes servant leadership a truly holistic leadership approach relative to other positive leadership approaches. In contrast, Social Exchange Theory is used to argue that a servant leader's followers are exhibiting positive behaviors due to the reciprocal relationship they develop with their leader.[24]. [4] By doing this, Servant Leaders create a safe space where employees are able to be themselves and express how they are feeling, knowing that they can trust their leader to be non judgmental. Common … The servant leaders are the philosophical type of leaders, whose main goal as a leader is to serve the mass. In short, servant leadership principles emphasize facilitation and helping employees grow and harness their maximum potential, empowering both individual team members and the company to be successful. Instead of the people working to serve the leader, the leader exists to serve the people. In her groundbreaking book on quantum sciences and leadership, Rewiring the Corporate Brain (1997), Zohar goes so far as to state that, “Servant-leadership is the essence of quantum thinking and quantum leadership” (p. 146). Our view is that it would be premature to hit the restart button on the field. In this essay, Greenleaf explains how and why he came up with the idea of servant leadership, as well as defining a servant leader. They do not choose between opposing values. [29] However, studies have shown that Servant Leadership's "bottom-up" style, or prioritizing the needs of the employees first, causes employees to be more engaged in their work in that they feel like they have social support from their leader as well as their colleagues. The data collection method for this study consisted of narrative analysis of the 10 interviews utilizing Robert Greenleaf’s servant leadership theory, which highlights the leader’s desire to serve others first and foremost. Our final theory to explore is servant leadership, which originated in the writings of Robert Greenleaf. In servant leadership literature, the use of Social Learning Theory argues that servant leaders are influencing their followers, as their followers observe and emulate the leader’s positive behaviors. [31] Acceptance in this case is the leader being okay with having different personalities, personal views, and values as their employees, and understanding that their employees aren't "perfect". [4], Before the modern fad for the concept of "leadership" emerged,[5] the autocratic enlightened absolutist King Frederick II ("the Great") of Prussia (r. 1740–1786) famously portrayed himself as "the first servant of the state".[6]. The second premise of servant leadership is "I am the leader because I serve". However, Servant Leaders being forgiving, and more importantly understanding, their employees are able to learn from their mistakes, hence their personal growth and changed behavior within the organization. leadership authors and advocates of servant leadership. Since this leadership style came about, a number of different organizations have adopted this style as their way of leadership. [2] As stated by its founder, Robert K. Greenleaf, a Servant Leader should be focused on, "Do those served grow as persons? Numerous different researchers and leadership experts have created scales and dimensions to differentiate between the levels of Servant Leadership practices as well as evaluate Servant Leadership behaviors. Numerous research studies have focused on such relationships between theories. Servant leadership is based on a simple concept: that as an employee, a worker is present to serve the organization. Greenleaf believed leaders have a social responsibility to care for the disenfranchised and to serve first; he proposes shifting power to those who are being led. This work was exploratory in nature. In turn, this nurturing from their employer leads to them returning this same nurturing towards their co-workers and making the work place a suitable environment for the growth of the employees, as well as the production of good quality work to grow the organization. The magnum opus of Robert Greenleaf, Servant Leadership is a recent theory of leadership that argues that the most effective leaders are servants of their people. A servant leader prioritizes the team’s growth and well-being, letting their own needs and ambition take a backseat. [32] Although Servant Leadership was proposed many years ago, it is still considered a "newer" theory among many other theories because of the switch in focus from the traditional leadership theories.[33]. [31] They also create a psychological ethical climate. According to previous research, servant leadership seems to have an effect on the emotional health of the employees because the servant leaders' reliance on "one-on-one communication to understand the abilities, needs, desires, goals, and potential of those individuals"[30] aids in the employees' ability to express themselves in the work place. Researcher Polleys distinguished servant leadership from three predominant leadership paradigms: The Trait, Behavioral, and Contingency approaches to leadership. “True leadership must be for the benefit of the followers, not to enrich the leader.” "[1] Due to servant leaders making their employees their main priority and placing their well-being above everything else, including the organization, the employees feel a sense of trust and a need to return the commitment and obligation that their employer has for them to the organization. Servant leadership is one of the more popular theories of leadership, especially among Christian leaders who vigorously cite Jesus as the penultimate example of servant leadership. Servant leadership is a classic concept, but the term was coined in 1970, when Robert K. Greenleaf published his essay, "The Servant as Leader." A servant leader embodies ten common characteristics. 5. [25] This decreased emotional exhaustion also leads to stronger marital relationships. [1] Further research also confirms that servant leaders lead others to go beyond the call of duty. [26] Moreover, employees feeling that their needs are made a priority in the work place, as well as the feeling of being satisfied with their interactions at work on a daily basis, has an impact on their family's experience with them as they shift from the work role to the family role. [2] This leads to turnover intention reduction in that the employees "... take pride in what they do and enjoy the company of people they work with". These are by no means exhaustive. Servant leadership: A critique of Robert Greenleaf’s concept of leadership. [citation needed] Larry Spears, CEO of the Greenleaf Center for Servant Leadership, stated in an interview: "Greenleaf credited his reading of Hesse's 1932 book, Journey to the East, as the personal source of inspiration in his coining the term, 'servant-leader' in his 1970 essay, The Servant as Leader. In any case, Servant leadership theory has a place within the spectrum of leadership theory, as it represents the strongest emphasis on followers of any theory. Servant leaders get results for their organization through whole-hearted attention to their followers and followers’ needs. The year 2008 was a significant year in servant leadership research with the publication of two seminal papers by Sen Sendjaya, James C Sarros, and Joseph C Santora[11] as well as Liden, Wayne, Zhao, and Henderson,[11] and the first publications using Ehrhart's (2004) measure. According to Northouse (2016), servant leadership is unique in its altruistic nature. However, they serve to communicate the power and promise this concept offers. Criticism: It Demotivates. There are a million of these… Marina, B. M., & Fonteneau, D. Y. An organizational justice perspective", "Regulatory focus as a mediator of the influence of initiating structure and servant leadership on employee behavior", "Development of the School Principals' Servant Leadership Behaviors Scale and Evaluation of Servant Leadership Behaviors According to Teachers' Views", "Looking Back to Look Forward: Lessons for Leadership Development", Servant Leadership in the Workplace: A Brief Introduction (Atlanta: Cairnway, 2017), chs. According to Ginny Boyum, Greenleaf proposed that servant leaders should serve first, make the needs of others their main priority, and find success and "power" in the growth of others; summarily, "A servant can only become a leader if a leader remains a servant". Implications For Nurses. A servant leader has the ability to recognize and understand feelings and emotions that are experienced by their team. [21][22] Similarly, Black scholars have pointed out how notions of servants as being subjugated and mistreated is largely absent from servant leadership discourse. Robert K. Greenleaf first popularized the phrase "servant leadership" in "The Servant as Leader", an essay published in 1970. Similar to other leadership experts, Spears believed that Servant Leaders should have these 10 traits: empathy, listening, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth of people, and building community. "[3] When leaders shift their mindset and serve first, they benefit as well as their employees in that their employees acquire personal growth, while the organization grows as well due to the employees growing commitment and engagement. This idea completely transformed management theory in the 1970s whereby roles that rely on authority and control are referred to as management and roles that rely on influencing are referred to as leadership. James Sipe and Don Frick, in their book The Seven Pillars of Servant Leadership, state that servant-leaders are individuals of character, those who put people first, are skilled communicators, are compassionate collaborators, use foresight, are systems thinkers, and exercise moral authority. Servant leadership is a leadership philosophy in which an individual interacts with others—either in a management or fellow employee capacity—with the aim of … Proposed by Robert K. Greenleaf in 1970, the servant leadership theory defines a form of leadership where the leader’s primary role is to be of service to others first. [14], Feminist scholars have noted that servant leadership is based on patriarchal approaches to leadership, noting that leadership discourse in general is a attributed with masculinity. 5, 6, 7, "Challenging and Critiquing Notions of Servant Leadership: Lessons from My Mother", "The Positive Relationship between Servant Leadership and Employees' Psychological Health: A Multi-Method Approach", International Journal of Servant-Leadership, Cairnway Center for Servant Leadership Excellence, https://en.wikipedia.org/w/index.php?title=Servant_leadership&oldid=994308748, Articles with unsourced statements from September 2019, Creative Commons Attribution-ShareAlike License, This page was last edited on 15 December 2020, at 01:47.
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