Model Kepemimpinan Kristiani Berbasis Teologi Persahabatan

Dewasa ini, diskusi tentang model kepemimpinan kristiani umumnya diidentikan dengan model kepemimpinan pelayan yang diwariskan oleh Robert Greenleaf. Model kepemimpinan ini diklaim kontekstual, karena merepresentasikan model kepemimpinan Yesus yang dilaporkan kitab-kitab Injil. Padahal, Yesus juga menampilkan sisi persahabatan dalam model kepemimpinannya. Di dalam persoalan ini, muncullah pertanyaan-pertanyaan eksistensial-teologis, “Dapatkah kekristenan merealisasikan sebuah model kepemimpinan berbasis persahabatan? Seperti apa kekuatan dan kelemahannya? Bagaimana bentuk dan penerapan modelnya?” Pemikiran Liz Charmichael dan Steve Summers dengan analisa mereka yang kualitatif-teologis terhadap teori dan praktik persahabatan akan membantu menjawab pertanyaan-pertanyaan tersebut. Pemikiran keduanya akan dielaborasi sehingga menghasilkan empat karakter pemimpin yang bersahabat. Makalah ini hendak menghadirkan model kepemimpinan kristiani berbasis teologi persahabatan berdasarkan penilaian kritis atas konsep kepemimpinan-pelayan guna memperluas khazanah kepemimpinan kristiani yang relevan baik di dalam komunitas gereja dan marketplace.

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

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.

Spiritual Wisdom in the "New" Leadership

In 1977 and 1979, Robert Greenleaf published two books on his concerpt of servant leadership; and since his death, his associates and friends have written a series of books on this same theme, which is important to public administration. In brief, the books argue for a style of leadership that stresses listening, empathy, healing, persuasion, awareness, foresight, conceptualization, committment of growth to others, stewardship, and building community. In this article, we argue that the Information Age is creating new organizations in which servant leadership is particularly salient as opposed to the traditional command and control leadership style of management. Although applauding this literature, we argue that is was very much based on the spiritual wisdom literature, which has existed since humankind first recorded their thoughts. We further argue that we, as scholars and professionals, can improve this very important useful literature even more by tapping Greenleaf's original source of inspiration.

Historical Derivative of Servant Leadership and the Untold Story of the Influence of Quakerism on Greenleaf's Teachings

Robert Greenleaf reignited an interest in servant leadership; however, the concept is far from nascent. The multivariate religious influences glistening throughout servant leadership, orchestrate a mosaic imbued with benevolence and service. Although servant leadership transcends religion, the Quaker influence on how Greenleaf approached and taught servant leadership is significant yet gregariously absent in the literature. This chapter navigates the unexplored relationship between servant leadership and Quakerism. The chapter additionally encourages more widespread adoption of Smith's servant leadership paradigm, which goes beyond inverting the leadership paradigm and instead blurs the lines between leading and following, resembling a neurological infrastructure. The kaleidoscopic shift that servant leadership imbues maximizes the powerhouse of knowledge inherent in all organizations.

Measuring Servant Leadership

The concept of Servant Leadership was introduced by Robert Greenleaf in the 1970s, and although in his works there is a very clear picture of servant leadership in philosophical terms, there is not an empirically validated definition of servant leadership. For this reason, numerous scholars worked individually on developing competing frameworks to define servant leadership since the mid-1990s; the result is that, throughout the scientific literature, the construct of servant leadership is defined by an inconsistent set of dimensions and there is still no consensus about an operational definition of the construct. In a similar way, since the end of the 1990s, numerous scholars developed different scales to measure servant leadership, based on different operational definitions. Accordingly, there is not an agreed upon measure of Servant Leadership; a few measures were used in a limited number of studies, and a relatively large number of measures were used in less than two. The chapter presents the most significant and used operational definitions, a detailed description of the development of the different measuring instruments, as well as a reference to some of the studies that used them, and a final section where the advantages and disadvantages of using certain measures are presented.

The Advisor as Servant: The Theoretical and Philosophical Relevance of Servant Leadership to Academic Advising

In 1979, Robert Greenleaf published Teacher as Servant. This novel actively portrays Greenleaf's concept of servant leadership by describing the extracurricular work of a university professor. Consequently, some scholars have demonstrated the relevance of servant leadership to classroom instruction (Powers & Moore, 2005). However, it was not as an instructor, but as an advisor that the fictional Mr. Billings engaged in servant leadership and deeply transformed his students' lives. By explaining the philosophy and practice of servant leadership, I demonstrate how it can contribute to the theory and practice of academic advising. The characteristics of servant leadership are discussed as a theoretical-philosophical construct relevant to academic advisement. Relative Emphasis: theory, practice, research

Faith and History: Reflections on the Work of the ASCH

Robert Greenleaf, in his classic book Servant Leadership, makes the argument that in earlier eras it was possible to make a difference in society as an individual. He writes, “Whereas, until recently, caring was largely person to person, now most of it is mediated through institutions—often large, complex, powerful, impersonal, not always competent, sometimes corrupt [institutions]. If a better society is to be built, one that is more just and more loving, one that provides greater creative opportunity for its people, then the most open course is to raise both the capacity to serve and the very performance as servant of existing major institutions by new regenerative forces operating within them.” He goes on to make the case that “trustees” have a key role in creating and maintaining what he calls “servant institutions.”