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

scholarly journals A Multi-Methodological Analysis of a Non-Clinical Healthcare Executive and Servant Leader: Attributes and Behaviour’s and their Associations with Reporting Relationships and Business Structures

2021 ◽  
pp. 7-17
Author(s):  
Dr. Harold Ray Griffin* ◽  
Ms. Dana Foster
Keyword(s):  
Leadership Style ◽  
Career Advancement ◽  
Methodological Approach ◽  
A Priori ◽  
Future Research ◽  
Servant Leader ◽  
Servant Leaders ◽  
Nonparametric Testing ◽  
Business Structures ◽  
Reporting Relationships

A multi-methodological approach was used to examine the personal and professional life of a well-respected, nonclinical, healthcare executive for purposes of determining if “Don” was a servant leader and, if so, uncover the antecedents contributing to his leadership style. The results provided the backdrop for examining linkages between servant leadership, reporting relationships, and business structures. Content analysis and Spears’ 10 constructs of servant leaders were used as a priori themes to affirm that Don is a servant leader. Nonparametric testing revealed moderate to strong associations between the reporting relationships of the respondents (x1) and the types of business structures (x2) where the respondents and our servant leader forged their initial relationship and the perceived behaviors and attributes of Don (y). We discovered that relationships, spiritual centeredness, and desire for career advancement served as antecedents in shaping Don’s leadership style. Implications for practice and future research are also addressed.

scholarly journals Does Servant Leadership Behavior Induce Positive Behaviors? A Conceptual Study of Servant Leadership, Psychological Safety and Turnover Intention

2018 ◽  
Vol 7 (4.15) ◽  
pp. 530
Author(s):  
Noor Ahmed Brohi ◽  
Amer Hamzah Jantan ◽  
Sultan Adal Mehmood ◽  
Mansoor Ahmed Khuhro ◽  
Muhammad Saood Aktar ◽  
...  
Keyword(s):  
Servant Leadership ◽  
Leadership Style ◽  
Turnover Intention ◽  
Leadership Behavior ◽  
Psychological Safety ◽  
Servant Leaders ◽  
Safe Place ◽  
Positive Behaviors ◽  
Robert Greenleaf ◽  
Conceptual Study

In this paper, we examine how servant leadership and psychological safety may enlighten our understanding of human mechanisms that affect follower outcomes. Servant leadership style as penned by Robert Greenleaf that servant leaders guide followers to adopt the behavior of their leaders by putting others needs above their own. From emerging research on servant leadership, we proposed a model contending that servant leaders increase employees’ psychological safety that organization is a safe place to speak up ideas, opinions and take decisions, which directly influences Employees’ turnover intention. As proposed, servant leadership will be negatively related to Employees’ turnover intention and positively related to psychological safety. Psychological safety will mediate the relationship between servant leadership and turnover intention. 

scholarly journals Wellness Sustainability via UN Sustainable Development Goal#3 Wellness, #12 Responsible Production/ Consumption, and #16 Peace

2021 ◽  
Vol 12 (5) ◽  
pp. 26
Author(s):  
Shirley M C Yeung
Keyword(s):  
Sustainable Development ◽  
Servant Leadership ◽  
Leadership Style ◽  
Literature Search ◽  
Servant Leader ◽  
Sustainable Development Goal ◽  
Development Goal ◽  
Social Organizations ◽  
Staff Engagement

The purpose of this paper is to explore the key elements of wellness sustainability related to transformative servant leadership style in business and social organizations for staff engagement with literature search using the keyword, “new wellness skills” on papers published in 2020. Thirteen papers were found relevant. Review of the papers showed that some factors were associated with wellness. They included raisin diet, grapes nutrition awareness, antioxidant, happiness emotion and adaptiveness. As a proactive, innovative and transformative servant leader, it is time to re-visit the key elements for new skills on wellness sustainability with a new market and a team of capable and loyal workforce under COVID-19.

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.

Social Entrepreneurs as Servant Leaders

2020 ◽  
pp. 73-100
Author(s):  
Devi Akella ◽  
Niveen Eid
Keyword(s):  
Servant Leadership ◽  
Leadership Style ◽  
Social Enterprises ◽  
Servant Leaders ◽  
Social Entrepreneurs ◽  
Social Mission ◽  
Power And Control ◽  
The Social ◽  
Third Dimension ◽  
And Control

This chapter critically examines the servant leadership style of social entrepreneurs. Qualitative data from social enterprises in Palestine and Lukes third dimension power framework are used to explore the intricate forces of power, manipulation, and domination hidden within the service and follower-oriented model of servant leadership. Insights are provided on how the concept of ‘service', the focal aspect in both social enterprises and servant leadership, could be another facet of soft and insidious power exercised by the social entrepreneurs over their followers. A political model of servant leadership is developed that demonstrates how social entrepreneurs could be imposing power and control over their followers under the guise of social mission, creation of social value, serving and empowering their followers and the community.

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.

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.

Histories for Anthropology: Ten Years of Historical Research and Writing by Anthropologists, 1980–1990

1991 ◽  
Vol 15 (4) ◽  
pp. 417-455
Author(s):  
Susan Kellogg
Keyword(s):  
Social Sciences ◽  
Historical Analysis ◽  
Historical Research ◽  
Historical Anthropology ◽  
The Past ◽  
Structure And Agency ◽  
Textual Practice ◽  
Anthropological Study ◽  
Duke University ◽  
Anthropological History

Editor’s Note: Susan Kellogg’s article on anthropology and history continues our special series “History and the Other Social Sciences.” There will be one further article, by David Robertson, on political science and history. An expanded version of the whole series will then be published as a book by Duke University Press.The past, once considered the exclusive domain of historians and antiquarians, has increasingly been embraced by anthropologists. Today, it is difficult to find a major anthropological study that does not claim to offer a diachronic, processual, historical analysis. In examining 10 years of historical anthropological writing, I cover three broad topics in this essay. First, I explain the emergence of a more historical anthropology as a widespread response to a crisis in the conceptualization of culture. Second, I argue that while there are certain identifiable themes that cut across this literature, in general, it reflects long-standing topical interests within anthropology; I review this literature according to these topics rather than divide it into interpretive or cultural studies versus studies of political economy. Third, I try to assess this body of work critically. I concentrate here on anthropological history as both research and textual practice, as well as briefly examine anthropological uses of the concepts of time, colonialism, and structure and agency.

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