The first part examines the relationship between the servant leader and the board.
Greenleaf 's idea of servant-leadership, now in its fourth decade as a concept bearing that name, continues to create a quiet revolution in workplaces around the world.
Since the time of the Industrial Revolution, managers have tended to view people as tools, while organizations have considered workers as cogs in a machine. In the past few decades we have witnessed a shift in that long-held view. In countless for-profit and nonprofit organizations today we are seeing traditional, autocratic, and hierarchical modes of leadership yielding to a different way of working--one based on teamwork and community, one that seeks to involve others in decision making, one strongly based in ethical and caring behavior, and one that is attempting to enhance the personal growth of people while improving the caring and quality of our many institutions.
This emerging approach to leadership and service began with Greenleaf. Greenleaf Center in and is now headquartered in Indianapolis. Slowly but surely, Greenleaf 's servant-leadership writings have made a deep, lasting impression on leaders, educators, and many others who are concerned with issues of leadership, management, service, and personal growth.
Standard practices are rapidly shifting toward the ideas put forward by Greenleaf, as witnessed by the work of Stephen Covey, Peter Senge, Max DePree, Margaret Wheatley, Ken Blanchard, and many others who suggest that there is a better way to lead and manage our organizations.
Greenleaf's writings on the subject of servant-leadership helped to get this movement started, and his views have had a profound and growing effect on many people.
The idea of the servant as leader came partly out of Greenleaf's half-century of experience in working to shape large institutions. After reading this story, Greenleaf concluded that its central meaning was that the great leader is first experienced as a servant to others, and that this simple fact is central to the leader's greatness.
True leadership emerges from those whose primary motivation is a deep desire to help others. In his works, Greenleaf discusses the need for a better approach to leadership, one that puts serving others--including employees, customers, and community--as the number one priority.
Servant-leadership emphasizes increased service to others, a holistic approach to work, promoting a sense of community, and the sharing of power in decision making. When two opposites are brought together in a creative and meaningful way, a paradox emerges.
Greenleaf said that the servant-leader is one who is a servant first. In "The Servant as Leader" he wrote, "It begins with the natural feeling that one wants to serve, to serve first.
Then conscious choice brings one to aspire to lead. The difference manifests itself in the care taken by the servant--first to make sure that other people's highest-priority needs are being served.
The best test is: Do those served grow as persons; do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?
And what is the effect on the least privileged in society? Will they benefit or at least not be further deprived? Characteristics of the Servant-Leader After some years of carefully considering Greenleaf 's original writings, I have extracted the following set of characteristics central to the development of servant-leaders: Leaders have traditionally been valued for their communication and decision-making skills.
While these are also important skills for the servant-leader, they need to be reinforced by a deep commitment to listening intently to others.
The servant-leader seeks to identify the will of a group and helps clarify that will. He or she seeks to listen receptively to what is being said. Listening, coupled with regular periods of reflection, is essential to the growth of the servant-leader.Robert K.
Greenleaf (–) was the founder of the modern Servant leadership movement and the Greenleaf Center for Servant Leadership.. Greenleaf was born in Terre Haute, Indiana in After graduating from Carleton College in Minnesota, he went to work for AT&T, then the American Telephone and Telegraph barnweddingvt.com the next forty years he researched management, .
The modern context. The idea of servant leadership was coined more thoroughly and brought to a modern business world by Robert K. Greenleaf. His book The Servant as Leader was published in and it still forms the basis of the theory to this day..
Greenleaf developed his idea of servant as leader after he left AT&T in from the position of the Director of Management Research. Servant Leadership This Essay Servant Leadership and other 64,+ term papers, college essay examples and free essays are available now on barnweddingvt.com Autor: attorneyette • May 30, • Essay • Words (4 Pages) • 1, Views4/4(1).
While servant leadership is a timeless concept, the phrase “servant leadership” was coined by Robert K.
Greenleaf in The Servant as Leader, an essay that he first published in Educational Background: • B.A., , Bob Jones University • M.S.B.A., , Indiana University • M.B.A., , Indiana University • D.S.L., , Regent. Words: Length: 3 Pages Document Type: Essay Paper #: Leadership The author of this report is asked to answer to a number of questions relating to leadership.
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First is a compare and contrast of Fiedler's Model of Leadership followed by a description of the Cognitive Resource Theory.