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Servant Leadership

A journey into the nature and the legitimate

power of business

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Concept.

A new kind of leadership model a model

which puts serving others as the number one

priority

1.Service to Others

2.Holistic Approach to Work3.Promoting a Sense of Community

4.Sharing of Power in Decision-Making.

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Individuals

Introduction> Background> Characteristics> Paradoxes> Practice> Examples> More

Some examples of historic Servant-Leaders

Martin Luther King, Jr.

Mother Theresa

Mahatma Gandhi

Jesus of Nazareth

2008 Benjamin Lichtenwalner

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OriginsThe concept of servant-leadership is thousands of years old.

Introduction> Background> Characteristics > Paradoxes > Practice > Examples > More

375 B.C. Chanakyas Arthashastra:

The [leader] shall consider as good, not what pleases himself but whatpleases his subjects.

600 B.C. Lao Tzu:The greatest leader forgets himself and attends to the development of

others.

First Century A.D., Jesus of Nazareth:But the greatest among you shall be your servant (Matthew 23:11);

The one who is the greatest among you must become like the

youngest, and the leader like the servant. (Luke 22:26)

1970s Robert K. Greenleaf:The servant-leader is servant first It begins with the natural feeling

that one wants to serve, to serve first.

2008 Benjamin Lichtenwalner

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Robert K. Greenleaf

Career: 38 Years at AT&T, largely in management training and development 25 Years consulting on Servant Leadership thereafter

Coined the term Servant-Leader in 1970s

Founded Center for Applied Ethics (now Greenleaf Center for Servant-Leadership)

Inspiration: Hermann Hesses short novel Journey to the East in 1960s

Account of a mythical journey by a group of people on a spiritual quest

True leadership stems first from a desire to serve

Essays:

The Servant as Leader (1970) The Institution as Servant (1972)

Trustees as Servants (1972)

Largely considered the father of modern Servant-Leadership

Introduction> Background> Characteristics > Paradoxes > Practice > Examples > More

2008 Benjamin Lichtenwalner

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Greenleafs Definition

Adapted from The Servant as Leader:

The servant-leader is servant first It begins with thenatural feeling that one wants to serve, to serve first.Then conscious choice brings one to aspire to lead. That

person is sharply different from one who is leader first

Introduction> Background> Characteristics > Paradoxes > Practice > Examples > More

2008 Benjamin Lichtenwalner

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The best test, and difficult to administer,

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 theybenefit or at least not be further deprived?"

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.The Servant as a leader.

Not . Leader as a Servant

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Attributes of servant-leadership

Functional attributes

1. Vision

2. Honesty

3. Integrity4. Trust

5. Service

6. Modelling

7. Pioneering

8. Empowerment

9. appreciation

Accompanying attributes

1. Communication

2. Credibility

3. Competency

4. Stewardship5. Visibility

6. Influence

7. Persuasion

8. Listening

9. Encouragement10. Teaching

11. Delegation

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Characteristic Breakout

Servant Leader

Awareness

Persuasion

Conceptualization

Foresight

Listening

Empathy

Healing

Stewardship

Commitment to People

Building Community

Breaking out Spearscharacteristics into 3 dimensions

SERVANT-LEADER

Introduction> Background> Characteristics> Paradoxes > Practice > Examples > More 2008 Benjamin Lichtenwalner

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Servant Characteristics

Listening Active, not just passive

360, top to bottom

Listen completely before deciding

Empathy

Separate person from their work

Walk a mile in their shoes

Personable with appropriate individuals

Healing

Help your staff become whole

Consider their history

Build a future together

Focusing on serving others through these characteristics

Introduction> Background> Characteristics> Paradoxes > Practice > Examples > More 2008 Benjamin Lichtenwalner

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Leader Characteristics

Awareness Self & Organization

Sharply awake and reasonably disturbed(Greenleaf)

Persuasion

Opposite of positional authority Convince and build consensusquickly

Conceptualization

S.M.A.R.T.

Make time for strategy

Foresight

Consequences of present decisions on future outcomes

Focusing on Leading others through these characteristics

Introduction> Background> Characteristics> Paradoxes > Practice > Examples > More 2008 Benjamin Lichtenwalner

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Combined Characteristics

Stewardship Entrusted with resources of others

Return on investments

Commitment to the Growth of People

Green and growing or ripe and dying(Hunter)

Not just your favorites

Building Community

Effectiveness

Camaraderie

Characteristics emerging from the combined Servant & Leader dimensions

Introduction> Background> Characteristics> Paradoxes > Practice > Examples > More 2008 Benjamin Lichtenwalner

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ParadoxesServant-Leadership, itself a paradox, requires a constant balance

Strong Be Open To Change

Busy Listen

Admit You Dont KnowWise

Serious Laugh

Right Say, Im Wrong

Compassionate Discipline

Planned Be Spontaneous

Great Be Without Pride

Leading Serve

Introduction> Background> Characteristics> Paradoxes> Practice > Examples > More

Enough To

2008 Benjamin Lichtenwalner

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Greatest Paradox

Leading Enough to ServeFocus on the Organization

Humble, no ego or pride

Emphasize the role of others in success

Accept responsibility in failures

Constantly seek opportunities for improvementRoll up your sleeves

Stress what is best for the organization, not the few

360 Support

Listen to Stakeholders

No job too big, no job too smallParticipate, listen and build consensus to lead, not manage

Far more

Just a few of the underlying paradoxes inherent in service and leadership

Introduction> Background> Characteristics> Paradoxes> Practice > Examples > More 2008 Benjamin Lichtenwalner

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Criticism

Largely a philosophical theory.

Systematically undefined

Current literature is filled with anecdotalevidences but no empirical support.

Academic research still in its infancy.

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Theory support

Long-term concept

Addresses the inherent weaknesses that reside in thepeople.

Leads to high loyalty of customers

Employee identification with the company

Excellent corporate culture

Leaders significance to the people

Principle to improve the return on investment of staff

Position power is eroding organization so leader mustderive power from values.

wholistic approach - spiritual + economic needs.

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Role of Values

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Theory application

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Management Lessons

Leaders serve.

Leaders are watched.

Leaders embrace dissenting opinions. Strong leaders walk amongst people.

Leaders make others significant.

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Thank You