B. Servant Leadership-Greenleaf The primary aspect is that a servant leader is first a servant who feels a natural need to provide for the needs of others (Greenleaf & Spears, 2002, 27)
Studies such as one in the Leadership & Organization Development Journal attempt to bridge the gap by providing theoretical models, but this is not empirical. This is why the journal article advocated more empirical research that is still lacking ten years later (Russell & Stone, 2002, 145)
While previous work has been done, it was lacking in empirical value. In the study article in the Journal of Organizational Behavior study by Somech, it showed that long-term relationships are more stable, although they function well in the short-term as well (Somech, 2003, 1003)
What was formerly a problem with this theory, namely the quasi-mystical aura of the leader, has been broken down and studied. Since then, focus has been placed upon the work of integrating transactional and transformational types of leadership theory into comprehensive models in the pursuit of a more holistic approach to explain what Van Wart (Van Wart, 2003, 215-216)
Servant leaders also excel at creating team-based cultures that seek to provide their subordinates with an opportunity to gain autonomy, mastery and purpose over their work. These three factors are critical to long-term motivation for learning (Leavy, 2012)
Creating a culture of achievement engenders greater levels of trust both within an organization across department and within teams. The higher the level of trust and transparency, nurtured by a servant leader, the higher the level of innovation as well (Oliveira, Ferreira, 2012)
Servant Leadership At the center of servant leadership is a leader's ability to transform a team, department or entire organization by concentrating on their specific needs for direction, individualized coaching, development and recognition. A highly effective servant leader will also have a correspondingly high level of Emotional Intelligence (EI) and exhibit the traits of transformational leadership (Washington, Sutton, Feild, 2006)
Character drives authentic leadership and has no recognition of styles of leadership, or certain norms that leaders must emulate. The leaders have their own unique style that is built from study, consultation, experience, and consistence on character and personality (Marshall, 2011)
Servant, transformational, and authentic leadership have common similarities and differences. The mode of application, style they have used and implementation approach is some of the things that differentiate the three leadership models (Northouse, 2010)
A servant leader is more focused on offering service to the followers while transformational and authentic leaders have a keen focus on engaging the follower with organizational goals and support. The extent at which the leader is capable of shifting their core focus of their stewardship from the organization to the followers is the main source of the differences between the three theories (Spears, 2010)
Both theories have emphasized on the value of appreciating, teaching, empowering, and mentoring followers. Evidence of integrity is seen in leaders when they are committed to building the organization based of heart, relationship, self-discipline, value, and purpose (Walumbwa, Avolio & May, 2011)
Servant leadership puts emphasis on increased service to others; this is a holistic approach to work that promotes a sense of community and sharing the power of making decisions. The servant leadership framework is based on various tenets which are; service to others (Smith, 2005)
Empathy which is the ability to mentally project ones own consciousness into that of another person. Healing involves making whole thus servant leadership has taken in the shared human desire of finding wholeness in one's self and supporting this wholeness in other people (Podsada, 2010)
Transformational and servant-leadership theories are rooted in the charismatic leadership framework. Both theories share the focus of charismatic leadership model which is leadership behavior and qualities (Wallace, 2007)
The MBTI measures four dimensions, which are represented by letters. People can be extraverted (E) or introverted (I); sensory(S) or intuitive (N); thinking (T) or feeling (F); judging (J) or perceiving (P) (Keirsey, 1998, p
And I believe everyone has a duty to be in both the civil-rights and peace movements. But for those who presently choose but one, I would hope they will finally come to see the moral roots common to both (King, 1967)
And I believe everyone has a duty to be in both the civil-rights and peace movements. But for those who presently choose but one, I would hope they will finally come to see the moral roots common to both (King, 1967)
And I believe everyone has a duty to be in both the civil-rights and peace movements. But for those who presently choose but one, I would hope they will finally come to see the moral roots common to both (King, 1967)
And I believe everyone has a duty to be in both the civil-rights and peace movements. But for those who presently choose but one, I would hope they will finally come to see the moral roots common to both (King, 1967)
Martin Luther King, Jr., Letter from Birmingham Jail, (Lewiston, MA: Bates College, 1963)