Winning Together

Organizational cultural dilemmas have shown a lack of psychological safety and sense of belonging, which may be positively impacted by the application of combined servant leader (SL) and inclusive leader (IL) behaviors. SL focuses on serving others' needs first, embracing the individual's strength, and stirring towards inclusiveness. Controversy exists in the literature regarding SL's ability to promote inclusiveness in the workplace. This chapter explores factors that link SL and IL from the angles of others-focused orientation and of psychological safety, empowering uniqueness and sense of belonging in followers. A framework of inclusive servant leader (ISL) is explored. This study is significant. As younger generations enter the workforce demanding more equitable leadership treatment, servant and inclusive behaviors have come to the forefront of organizational attention; nevertheless, its application is still in its infancy. A multiple case study research was conducted.

Come together

This ethnography of the Seattle Men’s Chorus (SMC) examined the culture of a highly successful chorus with particular attention to the members’ musical and social interactions in both rehearsals and gatherings outside of rehearsals. The shared attitudes, values, goals, and practices of the SMC, the largest community chorus in North America and the largest gay men’s chorus in the world, were explored. Overarching themes that emerged were the chorus as a “chosen family” and the artistic director as a servant leader who takes care of his “family.” More importantly, the presence of all three types of social capital (bonding, linking, and bridging) in the SMC is the crux of this study’s examination into why it is so successful. The SMC’s indicators of social capital are discussed, as well as how they manifest in relationships among the chorus members, artistic director, and the community, which has implications for community ensemble practices at large.

THE CONCEPT OF SERVANT LEADERSHIP AS CONTEMPORARY PHILOSOPHY OF MANAGEMENT

The modern world needs a new type of leader who develops a vision of the future for his / her followers and encourages them to be ready for it. These leaders ensure changes, they are not focused that much on the behavior of their followers / subordinates and on controlling their behavior. On the contrary, they are focused on the development of initiative and support becoming the servants of those they have to lead. The concept of servant l eadership is derived from the ideas of Robert K. Greenleaf. As R. Greenleaf states, it all starts with a natural urge – the desire to serve. The motto of this thought is "A good leader is primarily a servant". The task of the leader is to achieve common goals by ensuring the well-being of followers and subordinates. Servant leadership is an attempt to become better, to become the person others would gladly follow. Such an idealistic vision of a leader as a servant is fruitful and is paid off even in a very competitive business world. A servant leader builds an organized and creative team, and this type of leadership involves the development of organizational culture which demonstrates a high level of trust. Being a servant leader means to help people overcome obstacles and get the tools and resources they need to perform better; to be an example; to facilitate the work of others; to be willing to do what others do. This model of leadership implies a "flattening" of hierarchies: a boss is a friend who listens to those who are with him/her rather than a person who decides what is best for them. This type of leadership has the powerful potential in today’s globalized world. The article aims to analyze the concept of servant leadership. The authors have used an interpretive research paradigm and multidisciplinary analysis.

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

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.

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

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.

Use of the transfer of the best european technologies to implement the system for forming of civil servant-leader

Public service is a means to ensure interaction between the state and society. The well-being of the population directly depends on its effective functioning. As you know, the effectiveness of solving the tasks set is 80 % ensured by its leaders – civil servants-leaders. It is they who are the engine of positive changes and the guarantor of the effectiveness of the activities of the entire team. Therefore, in order to bring the civil service to a qualitatively new level of efficiency, it is necessary to change the approach to the formation of soft-skills and hard-skills of employees-leaders. For this, it is necessary to introduce a comprehensive system for the development of the necessary skills. It is worth, firstly, to apply the transfer of the best European technologies. Secondly, to take into account the realities of the post-industrial society. Thirdly, to take into account the opinion of the public. An example of the application of an integrated approach to the formation of an employee-leader is given. For this, an analysis of the system of training and advanced training of civil servants in a developing country, the leading countries of the European Union, the Organization for Economic Cooperation and Development – Germany, France, as well as the nearest country with positive experience of joining the EU – Poland. The skills and activities that contribute to the formation of a civil servant-leader both from the point of view of citizens and taking into account the competencies necessary for effective work are highlighted. For this, the methods of electronic sociological survey of public opinion between the ages of 18 and 60 were used in a sample of 1000 people with an average statistical dispersion of residence throughout the state and an analysis of literary sources. A system for the formation of an effective civil servant-leader with the use of technology transfer has been developed for implementation.

PENGARUH SERVANT LEADERSHIP, IKLIM ORGANISASI, DAN KEPUASAN KERJA TERHADAP KEPERCAYAAN ORGANISASI GURU [THE EFFECT OF SERVANT LEADERSHIP, ORGANIZATION CLIMATE, AND WORK SATISFACTION ON ORGANIZATION TRUST OF TEACHERS]

<p>Servant leader leading by not pursuing personal interest but striving to do the best for the organization and the people they lead. Servant leader can improve job satisfaction and trust of the people they lead. A good organizational climate also can triggers job satisfaction and organizational trust of the member towards the organization. This research was conducted with the aim to know the positive effect of servant leadership, organizational climate, and job satisfaction on organizational trust of the teacher in Sekolah Lentera Harapan Curug. This study uses quantitative approach with the subject of research amounted to 50 respondents. Path analysis and descriptive statistic were used to analyze the data collected. Result shows that (1) servant leadership has positive effect on job satisfaction; (2) organizational climate has positive effect on job satisfaction; (3) servant leadership has positive effect on organizational trust; (4) organizational climate has positive effect on organizational trust; and (5) job satisfaction has positive effect on organizational trust.</p><p><strong>BAHASA INDONESIA ABSTRACT: </strong>Seorang pemimpin pelayan menjalankan kepemimpinan dengan tidak mengejar kepentingan pribadi tetapi berusaha untuk mengupayakan yang terbaik bagi kemajuan organisasi dan orang-orang yang dipimpinnya. Kepemimpinan pelayan dapat mendorong kepuasan dan kepercayaan orang yang dipimpinnya. Selain itu, iklim organisasi yang baik juga turut memicu kepuasan dan kepercayaan anggota terhadap organisasi. Penelitian ini dilakukan dengan tujuan untuk mengetahui pengaruh <em>servant leadership, </em>iklim organisasi, dan kepuasan kerja terhadap kepercayaan organisasi guru di Sekolah Lentera Harapan Curug. Penelitian ini menggunakan pendekatan kuantitatif dengan subjek penelitian sejumlah 50 responden. Metode pengolahan data menggunakan analisis jalur (<em>path analysis</em>) dan metode statistik deskriptif. Dari hasil penelitian diperoleh kesimpulan bahwa (1) <em>servant leadership </em>berpengaruh positif terhadap kepuasan kerja; (2) iklim organisasi berpengaruh positif terhadap kepuasan kerja; (3) <em>servant leadership </em>berpengaruh positif terhadap kepercayaan organisasi; (4) iklim organisasi berpengaruh positif terhadap kepercayaan organisasi; dan (5) kepuasan kerja berpengaruh positif terhadap kepercayaan organisasi.</p>