Developing Leaders to Serve and Servants to Lead

2020 ◽  
pp. 153448432098119
Author(s):  
Jennifer D. Bragger ◽  
Nicole A. Alonso ◽  
Kayla D’Ambrosio ◽  
Nikita Williams
Keyword(s):  
Leadership Development ◽  
Servant Leadership ◽  
Human Resource ◽  
Servant Leader ◽  
Servant Leaders ◽  
Social Emotional ◽  
Integrated Development ◽  
Organizational Barriers ◽  
Moral Domains ◽  
Vertical Development

In this paper, we propose a model of how balanced and integrated development across spiritual, cognitive, social, emotional, and moral domains can result in a servant leader orientation for both those who are predisposed to serve but might not be leaders, and those who are leaders but might not be predisposed to serve. First, we review the benefits of servant leadership in today’s organizations and the commonly agreed upon dimensions of servant leadership. We then propose how balanced and integrated development can facilitate a transition to a servant-oriented style of leadership for both those that serve and those that lead. We discuss organizational barriers to servant leadership development, and how organizations can overcome these barriers by creating contexts in which such integrated vertical development can facilitate a cycle of servant leadership. Lastly, we make suggestions for how organizations’ human resource functions might develop servant leaders.

Seeking and measuring the essential behaviors of servant leadership

2015 ◽  
Vol 36 (4) ◽  
pp. 413-434 ◽  
Author(s):  
Bruce Winston ◽  
Dail Fields
Keyword(s):  
Leadership Development ◽  
Servant Leadership ◽  
Convergent Validity ◽  
Discriminant Validity ◽  
Leader Effectiveness ◽  
Measurement Tool ◽  
Servant Leaders ◽  
Leader Behaviors ◽  
Content Type ◽  
Four Dimensions

Purpose – The purpose of this paper is to clarify the nature of how servant leadership is established and transmitted among members of an organization. The second goal was to identify and evaluate the unique actions by a leader essential to establishing servant leadership. The authors’ efforts resulted in identification and validation of ten leader behaviors that seem to be essential to servant leadership. Design/methodology/approach – The authors’ methodology consisted of two stages. In the first stage, The authors developed an item pool of 116 items drawn from previously developed operationalizations of servant leadership. The authors then engaged a panel of 23 researchers attending a conference focused exclusively on the study of servant leadership to evaluate the. Each participant was asked to independently rate each item using a four-point scale where 1=not useful in describing servant leaders and 4=contributes greatly to describing servant leaders. The authors retained only the most highly rated items. This resulted in retention of 22 leader behaviors for further analysis. In the second stage, the authors developed a questionnaire including these items as well as items measuring transformational leadership behaviors, transactional leader behaviors, servant leadership as measured by the instrument developed by Liden et al. (2008), and a measure of leadership effectiveness developed and used by Ehrhart and Klein (2001). The questionnaire was placed in internet-based survey software and the link provided to students and faculty at a private mid-Atlantic university and to university alumni and colleagues in a variety of organizations. Each respondent was asked to describe a leader he/she had worked for in the past five years and included specification of the job role for both the respondent and the leader. Findings – The ten-item scale accounts for 75 percent of the variance with a scale reliability α=0.96. Convergent validity was determined through comparison to Liden et al. (2008) measure of servant leadership. Discriminant validity was established through confirmatory analysis of leader effectiveness, transformational leadership’s four dimensions, a measure of transactional leadership, and an alternative multi-dimensional measure of servant leadership. Originality/value – This paper clarifies and provides a measure of the essential behaviors of servant leaders. This provides a useful measurement tool for leadership development.

scholarly journals Servant Leaders: Umar Bin Khattab (13-23 H / 634-644 M)

2016 ◽  
Vol 22 (1) ◽  
pp. 127-144
Author(s):  
Muhammad Shobahur Rizqi
Keyword(s):  
Servant Leadership ◽  
Leadership Style ◽  
Source Credibility ◽  
Writing Process ◽  
Historical Analysis ◽  
Historical Research ◽  
Servant Leader ◽  
Servant Leaders ◽  
Chronological Order ◽  
Historical Interpretation

Abstrak Tujuan kajian ini adalah pertama, untuk melihat sosok kepemimpinan Umar bin Khattab dalam sudut pandangan konsep servant leadership.  Kedua, untukmelihat kebijakan-kebijakan yang diterapkan Umar bin Khattab dalam memimpinrakyatnya, dan ketiga, melihat implikasi-implikasi dari kebijakan yang diterapkantersebut, baik implikasi positif maupun negatifnya.Metode yang digunakan dalam kajian ini adalah dengan metode deskriptifanalisis, yaitu suatu metode pemaparan peristiwa melalui analisa-analisa. Metode ini dilakukan melalui empat tahap: (1) heuristik atau teknik mencari,mengumpulkan data atau sumber, (2) verifikasi atau kritik sumber, yaitumengidentifikasi otentisitas dan kredibilitas sumber melalui kritik eksteren daninteren, (3) interpretasi atau penafsiran sejarah disebut juga analisis sejarah, yaitumenguraikan segala factor yang menyebabkan terjadinya suatu peristiwa, (4)penulisan, pemaparan atau laporan  hasil penelitian sejarah yang telah dilakukan.Hasil kajian menunjukkan bahwa kepemimpinan Umar bin Khattab sangat identicdengan servant leader. Pola kepemimpinan yang diterapkan Umar bin Khattabmemenuhi syarat sebagai seorang servant leader. Pola tersebut telahmengantarkannya pada kejayaan. Namun demikian, Umar bin Khattab tetaplahsosok manusia biasa yang tak luput dari kesalahan. Hal ini pula yang kemudianmengantarkan Umar pada kematiannya. Kata Kunci:Kepemimpinan, Umar bin Khattab, Servant Leadership  ------- Abstract The goal of this research are: first to know the leadership of Umar bin Khattab on perspective of concept servant leadership. Second, to know the policies applied by Umar Khttab in conducting his government. Third, to know the implication and policies, positive and negative. This research uses deskriptif analysis, by describing the chronological order through analysis. This method is conducted in four steps: (1) heuristics or tracing technic. (2) verivication or source criticism, identifying authentication and source credibility through external and internal criticism, (3) historical interpretation also known as historical analysis, by explaining all factors causing the events (4) writing process, explaining or reporting the result of historical research that has been done.This research concludes that Umar bin Khattab’s leadership is identical to servant leadership. His leadership style had delivered him to the glory. However, Umar bin Khattab is an ordinary human being who can do no wrong and mistakes. This also led him to his death. Keywords: leadership, Umar bin Khattab, Servant Leadership

Creating Benevolent Organisations Through Dynamic Servant Leadership

2020 ◽  
Vol 2 (2) ◽  
pp. 41-52
Author(s):  
Anju Bharti ◽  
Ravinder Jit
Keyword(s):  
Servant Leadership ◽  
Positive Influence ◽  
Servant Leader ◽  
Servant Leaders ◽  
External Stakeholders ◽  
Internal Stakeholders

Servant leaders build better organizations and create a more positive world. Their focus is mainly on identifying and meeting the needs of others rather than attempting to acquire as much power, wealth, and fame for themselves. This kind of leadership goes beyond serving internal stakeholders, such as employees and contractors. A good servant leader also cares about the external stakeholders, including the customers, the community, and the whole society. It's a positive influence through and through. A servant leader thinks and breathes positivity, compassion, benevolence, and open-mindedness. Implementing the principles of servant leadership helps employees feel more invested in their work and attract top talent in the organization. Servant leadership is a philosophy that places the needs of employees and teams ahead of the leader with the goal of fostering success. This kind of leadership makes the employees committed to make a better society both inside and outside their organizations. Benevolent leaders acknowledge progress, reward success, and celebrate achievement.

How do I become a Servant Leader? A practitioner’s approach to Servant Leadership development

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sonakshi Gupta ◽  
Ranjeet Nambudiri
Keyword(s):  
Leadership Development ◽  
Servant Leadership ◽  
Design Methodology ◽  
Servant Leader ◽  
Content Type

Purpose The purpose of the article is to discuss the characteristics of a Servant Leader and assist practitioners in developing Servant Leadership. Design/methodology/approach The paper focuses on ten characteristics of a Servant leader as discussed by Greenleaf & Spears and discusses ways in which one can develop these characteristics. Findings The crucial contribution of the paper is to present a framework that would help practitioners and managers in Servant Leadership development. Research limitations/implications The implications of the paper are focused on managers and practitioners who are interested in Servant Leadership Development. Originality/value The paper develops a framework that focuses on the development of Servant Leadership based on Spears and Greenleaf’s characterization of Servant Leadership.

Servant Leaders in Public Service: Christian Spirituality in Practice

Public Voices ◽  
2017 ◽  
Vol 5 (1-2) ◽  
pp. 29
Author(s):  
Willa Bruce
Keyword(s):  
Servant Leadership ◽  
Public Administration ◽  
Public Service ◽  
Christian Spirituality ◽  
Servant Leaders ◽  
Public Servants ◽  
American Society

Relying on a survey of members of the American Society for Public Administration, servant leadership is examined through the lens of Christian spirituality.  Findings indicate that citizens can have confidence in the dedication and committment of public servants.

Student leadership programme: igniting the young minds

2022 ◽  
Vol 12 (1) ◽  
pp. 1-20
Author(s):  
Mihir Ajgaonkar
Keyword(s):  
Leadership Development ◽  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Urban Poor ◽  
Career Guidance ◽  
Ground Level ◽  
The Other ◽  
Ethical Behaviour ◽  
Content Type

Learning outcomes This case will help students to understand the following: Develop a basic understanding of competency building processes. Learn about the mentoring process and its application in leadership development. Develop awareness about the methodology for assessment of the effectiveness of training. Case overview/synopsis Dr A. R. K. Pillai founded the Indian Leprosy Foundation in 1970 in response to the national call by late Mrs Indira Gandhi, prime minister of India, to the public-spirited people to take up leprosy eradication. It collaborated with international agencies to reduce leprosy drastically in India from four million, in 1982 to around a hundred thousand cases in 2006. In 2006, the Indian Leprosy Foundation was renamed as Indian Development Foundation (IDF) as the trustees decided to expand the work of IDF in the areas of health, children’s education and women’s empowerment. Dr Narayan Iyer, Chief Executive Officer (CEO) of IDF initiated a leadership development intervention called the Students’ leadership programme (SLP) for children in the age group of 12 to 14, from the urban poor households in 2014. It was a structured mentoring programme spanning over three months in collaboration with the schools. It aimed at incubating skills in the areas of leadership, teamwork, personality, behavioural traits and provided career guidance. It had a humble beginning in 2014 with a coverage of 50 students. Initially, IDF welcomed executives from the corporate sector as mentors. As there was a need to rapidly expand the scope of SLP to the other cities of India, IDF tied up with the graduate colleges and invited the students to be the mentors. The other objective behind this move was to create social awareness among the students from more affluent strata of society. IDF was able to dramatically increase the participation of the students through SLP by approximately up to 100,000 by 2020. However, rapid progress threw up multiple challenges. The teachers complained about the non-availability of the students for regular classes to teach the syllabus as the students were busy with SLP. The schools forced IDF to shorten the duration of SLP to two months. Also, many undergraduate mentors were unable to coach the participants due to lack of maturity and found wanting to strike a rapport with them. There was a shortage of corporate executives who volunteered for the mentoring, due to work pressures. Dr Narayan, CEO & National Coordinator and Ms Mallika Ramchandran, the project head of SLP at IDF, were worried about the desired impact of SLP on the participants and its sustainability due to these challenges. So, with the support of Dr Narayan, she initiated a detailed survey to assess the ground-level impact of SLP. The objective was to get clarity about what was working for SLP and what aspects needed to improve, to make the programme more effective. Overall feedback from the survey was very positive. The mothers had seen very positive changes in the participants’ behaviour post-SLP. The teachers had specific concerns about the effectiveness of undergraduate mentors. The need for a refresher course to inculcate ethical behaviour and the inadequacy of the two-month duration of the SLP to reinforce values were highlighted. Respondents also voiced the requirement to build responsible citizenship behaviours among the participants. Mallika was all for preparing a model to further enhance the effectiveness of SLP. Dr Narayan and Mallika embraced the challenge and they were raring to go to develop SLP as a cutting-edge leadership programme and to take it to new heights. Complexity academic level This case can be used in courses on human resource management in postgraduate and graduate management programmes. It can also be used in the general and development management courses and during executive education programmes to teach methodologies for evaluating the effectiveness of the training interventions, with emphasis on the voluntary sector. Supplementary materials Teaching notes are available for educators only. Subject code CSS 6: Human Resource Management.

Mediator Analysis of Job Satisfaction: Relationship between Servant Leadership and Employee Engagement

Metamorphosis ◽  
2018 ◽  
Vol 17 (2) ◽  
pp. 76-85 ◽  
Author(s):  
Prabhjot Kaur
Keyword(s):  
Job Satisfaction ◽  
Quantitative Analysis ◽  
Servant Leadership ◽  
Employee Engagement ◽  
Service Provider ◽  
Insurance Companies ◽  
Servant Leaders ◽  
Call Centres ◽  
Using Data ◽  
Satisfaction Relationship

Servant leaders attempt altruistically and selflessly to help others before themselves, believe in developing their followers to their greatest potential, and seek to benefit the wider community. The main purpose of the present article is to examine servant leadership as the antecedent to employee engagement, mediated by job satisfaction, in Punjab, using data from 190 employees from different service provider companies (banks, colleges, call centres, insurance companies). Quantitative analysis shows that when employees observe positive levels in servant leadership, they are fundamentally encouraged towards exercising significantly higher levels of engagement and satisfaction.

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