This 95-page book is an introduction to servant leadership. The author argues that servant leadership is ethical, practical, and meaningful. He cites the universal importance of service, defines servant leadership, compares the power model of leadership with the service model, describes some key practices of servant-leaders, explores the meaningful lives of servant-leaders, and offers questions for reflection and discussion.
The new second edition of the book provides additional quotations and examples; summaries of scholarly definitions of servant leadership and research on the impacts of servant leadership in the workplace; an appendix on servant leadership compared with other ideas or theories of leadership; and a list of sources for those who wish to explore servant leadership further.
Key Factors and Use Cases of Servant Leadership Driving Organizational Performance provides findings and recommendations to support practical application of servant leadership theory for the 21st century economy. Moreover, the book seeks to share evidence of how servant or service mindset and behavior-oriented leaders might mitigate organizational existing conditions to promote team member empowerment through servant-like interactions, as a result influencing their performance. Covering topics such as empathetic leadership and employee satisfaction, it is ideal for executives, managers, researchers, practitioners, aspiring leaders, educational institutions/libraries, academicians, consulting firms, and students.
"Servant Leadership is by far the most powerful model for leaders to inspire trust, confidence, creativity, and effectiveness in their teams. Maria's expert research and thoughtful approach to studying servant leadership is to our benefit, as this work shows us not only the data on why it works, but also how leaders can move towards this style of leadership themselves to help their teams and businesses thrive."
"Maria Pressentin has written a must-read for anyone who wants to learn how to unlock the power of servant leadership to drive organizational performance. Read this book - and learn from one of the best."
"This book is a delightful and significant compendium, illustrating facets of how servant leadership is testified in organizations with success. Dr. Maria Pressentin, and her colleagues, take us into a journey of actionable insights for effective leadership language and choices. This is definitely a must-read primer when considering organizational and people capabilities design."
"This book is a must read for understanding in details how servant leadership, by focusing primarily on the growth and well-being of people and the communities to which they belong, is a key element of value creation contributing to the success and sustainability of organizations. It helps people to develop and perform as highly as possible and contributes to the organizational mission and vision."
Due to the increasing importance of leadership, the study of servant leadership and its relationship with equity is vital for community educators, teacher-leaders, public administrators, and more. It is important to investigate the complex relationship between organizations and leadership structure in an effort to examine the intersection of how we can best improve our organizations and the populations that they serve.
Cases on Servant Leadership and Equity uncovers the nuances and challenges of servant leadership experienced by diverse servant leaders. It explores how servant leaders of diverse backgrounds navigate challenges that are unique to the organizations in which they lead. Through a critical lens, servant leadership is unpacked through the eyes of leaders that are filtered by race, class, ethnicity, and gender, as well as geopolitical spaces. Covering topics such as emotional intelligence, rural teachers, and employee engagement, this case book is an indispensable reference for managers, executives, sociologists, government officials, politicians, policymakers, human resource managers, faculty and administrators in K-12 and higher education, pre-service teachers, community leaders, librarians, researchers, and academicians.
As the global community's needs become more stratified, servant leadership has become all the more important to stakeholders and community members. This text is an essential part of the larger conversation about how leadership manifests in multiple settings. The text also focuses on equitable spaces, individual and collaborative, within the realm of what it is to be a servant leader.
It is important to note the fact that leadership plays a major role in society. The main reason is that it is a core element of any organization, including private, public, for-profit, or non-profit. However, a leader can utilize a different range of approaches in order to lead his or her followers. In the given assessment, the analysis will focus on key similarities and differences between followership leadership and servant leadership. The main difference is that followership leadership focuses on followers and servant leadership focuses on leaders, but they are similar since the core element is service, empathy, and proactiveness.
The main similarity between servant leadership and followership leadership is in the fact that leaders and followers are interconnected. In other words, a leader cannot effectively lead without helping his or her followers, and the latter cannot effectively follow without helping the former. The most desirable followers under the followership leadership express similar traits as servant leaders under the servant leadership. For example, both of them need to be proactive and independent in either assisting a leader or followers. Both models encourage a more empathetic service to the other part.
In conclusion, it is important to point out that both servant leadership and followership leadership focus on service to the other party through proactiveness and empathy. They approach their goals through different perspectives, where the former focuses on a leader and the latter focuses on followers.
Servant leadership is a leadership philosophy in which the goal of the leader is to serve. This is different from traditional leadership where the leader's main focus is the thriving of their company or organization. A servant leader shares power, puts the needs of the employees first and helps people develop and perform as highly as possible. Instead of the people working to serve the leader, the leader exists to serve the people. As stated by its founder, Robert K. Greenleaf, a Servant Leader should be focused on, "Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?"
According to a 2002 study done by Sen Sendjaya and James C Sarros, servant leadership is being practiced in some of the top-ranking companies, and these companies are highly ranked because of their leadership style and following. Further research also confirms that servant leaders lead others to go beyond the call of duty.
Robert K. Greenleaf first popularized the phrase "servant leadership" in "The Servant as Leader", an essay published in 1970. In this essay, Greenleaf explains how and why he came up with the idea of servant leadership, as well as defining a servant leader. Greenleaf gave this idea an extensive amount of thought before bringing it to life. Larry Spears, CEO of the Greenleaf Center for Servant Leadership, stated in an interview:
Greenleaf came to the realization that a newfound leader should be someone that servants or workers can relate to. Leo was seen as a servant, but when the other servants realized that things fell apart without him, he became far more than just a servant to them. This is Greenleaf's idea of what a servant leader should be. Greenleaf first put his idea of servant leadership to use in an organizational sense while he was working as an executive at AT&T.
Servant leadership entered the arena of research in 1998 with the publication of the first peer-reviewed servant leadership scale, and since then, over 270 peer reviewed articles have been published across 122 academic journals. The year 2008 was a significant year in servant leadership research with the publication of two seminal papers by Sen Sendjaya, James C Sarros, and Joseph C Santora as well as Liden, Wayne, Zhao, and Henderson, and the first publications using Ehrhart's (2004) measure.
The most important characteristic in being a servant leader, according to Greenleaf, is making one's main priority to serve rather than to lead. According to Ginny Boyum, Greenleaf proposed that servant leaders should serve first, make the needs of others their main priority, and find success and "power" in the growth of others; summarily, "A servant can only become a leader if a leader remains a servant". In simpler terms, servant leaders should seek to be servants first, to care for the needs of all others around them, to ensure growth of future leaders. These traits indicate one is a servant leader because, overall, they are causing the ones they serve to become healthier and wiser, guiding others toward self-improvement. Eventually, the served are driven to possess the traits of a servant leader as well, continuing the spread of the leadership style.
The first premise signifies the act of altruism. Altruism is defined as the belief in or practice of disinterested and selfless concern for the well-being of others. Greenleaf declares that servant leadership begins with the natural feeling of wanting to serve first. The act of leadership is in the context of serving others and to serve others. Only through the act of serving does the leader lead other people to be what they are capable of. The second premise of servant leadership ("I am the leader because I serve") begins with a rooted ambition to be a leader or personal ambitions of a leader. 2b1af7f3a8