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What was the management theory context in which Greenleaf first articulated his ideas about servant leadership? How do we define servant leadership? What makes servant leadership effective? What are the prospects for the growth of servant leadership in the future?
Douglas McGregor
(1906-1964)
Professor of Management at Sloan School of Management, MIT President of Antioch College, 1948-54 Coined Theory X and Theory Y regarding assumptions about people in the workplace Theory Y was based on Abraham Maslows Humanistic School of Psychology
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Most people dislike work and will avoid it if they can. Because they dont like work, most people must be coerced, controlled, or threatened with punishment to get them to work toward the achievement of organizational objectives. Most people want to be directed, and want to avoid responsibility. They have little ambition. They just want to be secure.
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to objectives is a function of the rewards associated with their achievement. Most people learn not only to accept but to seek responsibility.
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Theory Y
A lot of people have the capacity to exercise a relatively high degree of imagination, ingenuity, and creativity in solving organizational problems. Under the conditions of modern industrial life, the intellectual potential of most people is only partially utilized.
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Greenleafs classic essay, The Servant as Leader, was published in 1970, ten years after McGregors The Human Side of Enterprise Known as the orange book, it has been read by hundreds of thousands of people since 1970 Greenleafs 1977 collection of essays ranks high even today on the Amazon.com list of mostread books on leadership (#15,000 all books)
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The servant-leader is servant first It begins with the natural 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, perhaps because of the need to assuage an unusual power drive or to acquire material possessions
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difference manifests itself in the care taken by the servant-first to make sure that other peoples highest priority needs are being served.
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those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?
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what is the effect on the least privileged in society? Will they benefit or at least not be further deprived?
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serve Listening and understanding; acceptance and empathy; foresight; awareness; persuasion; conceptualization; selfhealing; and rebuilding community.
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initiate action, are goaloriented, are dreamers of great dreams, are good communicators, are able to withdraw and re-orient themselves, and are dependable, trusted, creative, intuitive, and situational.
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Larry Spears, the CEO of the Greenleaf Center for 16 years, selected ten characteristics of servant leadership: Listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth of people, and building community
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Liden et al., article in The Leadership Quarterly in 2008, identified nine servant leadership dimensions: emotional healing, creating value for the community, conceptual skills, empowering, helping subordinates grow and succeed, putting subordinates first, behaving ethically, relationships, and servanthood.
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Professor, Erasmus University, Holland; article in Journal of Management in 2010: Servant-leaders empower and develop people; they show humility; are authentic; accept people for who they are; provide direction; and are stewards who work for the good of the whole.
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Dr. Jim Laub developed the Organizational Leadership Assessment (OLA) to assess organizational health based on six key areas of effective organizational leadership: Display authenticity, value people, develop people, build community, provide leadership, share leadership
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Transforming/Transformational Leadership Theory Z Leader-Member Exchange (LMX) Ethical LeadershipLevel 5 LeadershipAuthentic Leadership Adaptive LeadershipSpiritual LeadershipEmpowering Leadership Self-Sacrificing Leadership
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Based on the views of scholars, the elements that are most unique to servant leadership compared with other theories are
the moral component the focus on serving followers for their own good, not just the good of the organization, and forming long-term relationships with followers, encouraging their growth and development so that over time they may reach their fullest potential
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with the success of all stakeholders, broadly definedemployees, customers, business partners, communities, and society as a wholeincluding those who are the least privileged; and self-reflection, as a counter to the leaders hubris.
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Van Dierendonck studied seven leadership theories that revealed the most overlap with servant leadership: transformational leadership, authentic leadership, ethical leadership, Level 5 leadership, empowering leadership, spiritual leadership, and self-sacrificing leadership.
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High-commitment high-performance CEOs understand that being part of an enterprise that is helping to create a better world unleashes the commitment and energy of their people.
The
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Dr.
Hu
Liden
Empirical research has revealed that employees of servant-leaders are more helping and creative than those working with leaders who scored lower on servant leadership.
Neubert,
Servant-leader behaviors are related to organizational justice (fairness in decisions made regarding employees), which in turn leads employees to reciprocate by engaging in organizational citizenship behaviors (OCBs).
Ehrhart,
Enhanced self-efficacy
Servant leadership encourages OCBs by enhancing self-efficacy (peoples self confidence in their ability to perform specific tasks well), creating a service climate at work, and establishing a fair workplace.
Walumbwa,
Servant leadership has been shown to be positively related to employee job satisfaction
Mayer,
Bardes & Piccolo, European Journal of Work and Organizational Psychology, 2008.
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perceived that their nurse managers had a higher servant leadership orientation demonstrated greater job satisfaction
Jenkins
& Stewart, The importance of a servant leader orientation, Health Care Management Review, 2010
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Back-of-the-Envelope Research
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of Good to Great companies with servant-led companies Ten year period ending in 2005 500 largest companies = 10.8% return Good to Great = 17.5% return Servant-led companies = 24.2% return
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Negative Factors
Theory X and the power model of leadership are still dominant in most cultures Many people do not understand servant leadership, or will not support or reward it People in leadership positions may feel threatened by servant leadership Servant leadership is more effective in the long run but takes an up-front commitment to invest a lot of time and energy to grow people
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Positive Factors
Servant-leaders get results in ways that serve individuals, organizations, and society at large The emphasis on growing people is strategic Servant leadership may be preferred by many millennials Servant leadership can work in many cultures --it has a worldwide future
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Article by Michael Porter and Mark Kramer in the January-February 2011 issue of HBR Companies are widely perceived to be prospering at the expense of the broader community; their legitimacy has fallen They should focus on shared valuecreating economic value in a way that also creates value for society by addressing its needs/challenges
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92,000,000 milennials (born 1980-2001); larger group than Gen X (62,000,000) They dont like an authoritarian, command-andcontrol style of management; they prefer collaboration, teams Status and hierarchy dont impress them; they want to be colleagues not subordinates Greenleaf: council of equals, inverted pyramid
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They want to be rewarded for performance, not wait around for seniority; they want meritocracy They will work hard if the task is engaging and promises a tangible payoff; they want meaningful work, to make a difference
Greenleaf ethic: the work exists for the person as much as the person exists for the work; work should be meaningful to those doing it
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They will change jobs often, to keep growing They want more coaching, training, and mentoring programs
Greenleaf: servant-leaders help their colleagues grow; they coach, train, and mentor them
Milennials see their careers and personal lives as onenot balancing but blending them
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In Salsa, Soul, and Spirit, Juana Bordas noted that for many Hispanic Americans, AfricanAmericans, and Native Americans: Leadership positions belong to the community, not the individual leader Leadership positions are not for personal gain but for service to the larger community Leadership positions are rotated
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Article by Han, Kakabadse & Kakabadse in Journal of Management Development (2010) Servant leadership seen as a way to help restore employees trust, commitment and confidence in management, as well as a way to attract and retain high performance employees Three sources for Chinese servant leadership: Confucianism, Daoism, and communist ideology
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Confucian characteristics: courtesy, obedience, respect to seniors, loyalty, moderation, forgiveness, wisdom, benevolence Daoist characteristics: vision, insight, wisdom, serving the community, humility, leading by example, empowering others Communist ideology: willingness to serve the people whole-heartedly; placement of collective interests above self-interest
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Servant leadership behaviors reported: Putting people first; assisting subordinates Ethical behavior Moral (agapao) love, caring for others Conceptual skills, organizational knowledge Humility, not seeking public attention Building long-term relationships, knowing and supporting others
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Three types specific to Chinese context: Being dutiful Devotion to Party policies and state laws Listening Western perceptions not found: Creating value for the community Empowering, persuasive mapping Transcendent spirituality
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Republic of Ghana
Article by Hale and Fields, published in Leadership (2007) comparing seminary students in Ghana and the United States In earlier periods of Ghanas history, kings were expected to be servants to the clan or tribe Contemporary Sub-Saharan Africans want leaders who are strategy and goal-directed, demonstrating good character, competency, compassion, justice and wholeness
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Republic of Ghana
Respondents from Ghana reported servant leadership behaviors less frequently There is a high power difference; people in power are viewed as being different than others (visionaries, not first among equals) In-group members expect preferential treatment (not concerned with building a larger community with out-group members)
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Republic of Ghana
Development of followers was not consistent with leadership behavior norms in Ghana Building relationships among co-workers was not consistent with in-group behavior in Ghana There were no significant differences in the effects of service and humility between Ghanaian and American sub-samples
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Bedouin-Arab Culture
Article by Yasin Khalaf Sarayrah, Servant Leadership in the Bedouin-Arab Culture, Global Virtue Ethics Review (2004) Main elements of servant leadership were present in early Arab culture In traditional Bedouin desert society, the chief was seen as an equal and not a boss
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Bedouin-Arab Culture
Even Prophet Mohammed consulted with his followers when there was no revelation In the following hadith, Prophet Mohammed urged Muslim leaders to be servant-leaders: Verily, each of you is a shepherd, and each of you is responsible for the well being of the flock.
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Bedouin-Arab Culture
The second Caliph, Omar Bin al-Khattab (7th century) was a servant leader Was able to listen and accept criticism Planned and organized new Islamic state Promoted the participation of others in decision making Empathized with others; supported the poor; provided pensions for soldiers
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Bedouin-Arab Culture
Over the centuries, the original simple desert Arab/Islamic norms and values were abandoned or given new meaning However, in the 20th century, areas of South and East Jordan retained the traditions Tribal proverb regarding hospitality: The youngest is the servant and the one who rules is likewise the servant.
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GLOBE Study
Global Leadership and Organizational Behavior Effectiveness was a 62-nation, 11year study involving 170 researchers worldwide. Data were collected from 17,300 middle managers from 951 organizations The first report was more than 800 pages
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GLOBE Study
One of the most important questions addressed by the GLOBE research team concerned the extent to which the practices and values associated with leadership are universal (i.e., are similar worldwide), and the extent to which they are specific to just a few societies
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study found a set of culturally endorsed leadership theory dimensions Those six CLTs were:
Charismatic/value-based,
dimension as contributing to outstanding leadership. This included the leaders ability to inspire, motivate, and expect high performance outcomes on the basis of his or her firmly held core values. This included self-sacrifice, integrity, decisive, and performance oriented.
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Future potential
Servant-leadership will be the accepted standard for all leaders because it is the most ethical, practical, meaningful way to lead Servant-leadership will be accepted as the best way to get results because the results are achieved by serving individuals, organizations, and society at large (creating shared value)
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Future potential
Growing people will be understood to be a highly strategic core responsibility of leaders Servant leadership will be demanded by many milennials, who will change the workplace Servant leadership principles will help change the world by its adoption in many countries Some challenges that go beyond national boundaries will be successfully addressed
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Questions Comments
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Thank you!
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