Knowledge Area Module (KAM) I - Leadership Growth



Concepts of Servant LeadershipWeek Three Missy HampelLeadership for the Future July 27, 2013Dr. William McConkey Southwestern College Professional StudiesConcepts of Servant LeaderThe servant leadership model reminds leaders that they have a responsibility to the people they serve. This form of leadership motivates people‘s emotions towards change and the vision being achieved. The old style of leaders exerting power has changed. Employees today want respect from leadership that offers support and opportunities for growth. There are characteristics that are practiced by servant leaders to successfully lead. The strengths and weaknesses of this leadership approach will be looked at. This style of leadership aligns well with the healthcare industry and offers an approach for success in the future. Overview of the Servant LeaderServant leadership helps to put the pieces into place and remove the barriers to get things done. It is important to represent the people you serve and develop trust with those you lead. The needs and problems of the people served are reflected and agreed upon (Haslam, Reicher,& Platow, 2011). When servant principles are practiced, employees become emotionally engaged towards the goals of the organization and believe in the work being done. History of Management PracticesThe work place has experienced a history of management that has used intimidation and coercion. There was an expectation to follow rules where the employees were controlled by the supervisor. Decisions were made from the top and the hierarchical status that was attained by the supervisor was very important to them. Leadership was about having power and working to keep it. This was demonstrated by hoarding knowledge, expecting people to obey instructions and not question their authority. Many bosses were considered bullies and used fear as their main tool to manage. It was common for managers to distance themselves with those they lead and it was considered a weakness if they became too close to their employee (Ramsey, 2005).Expectations from Workers TodayThe workplace has changed where employees want a new direction with their leaders. Workers want a new style of management that gives them autonomy, respect and growth opportunities. They want to be listened to and kept in the loop with communication of changes in the organization. An environment that has fewer rules, recognition with rewards, and the confidence that managers have their back is being sought after. This new paradigm from the workforce challenges leaders to look at a new style of leadership (Ramsey, 2005).Servant Leadership Servant leadership represents the future where people are brought together and defines a new way to lead. The attitude of the leader changes with servant leadership. This embraces the idea that the leader is only as good as the people that work for you (Ramsey, 2005). Instead of managing someone, collaboration takes places with an environment that is created for the worker to feel supported. A new relationship is established where the leader puts ahead their own ambitions above the people who have been entrusted to them (Abshire, 2007). There is a set of characteristics that servant leaders follow that have proven effective. Many successful companies such as Starbucks and Southwest Airlines are using this leadership approach (Barrett, 2011). Characteristics of LeadershipOne author identified eleven characteristics that servant leaders use. Four practices are inherent with the individual and the other seven are learned behaviors (Barbuto & Wheeler, 2007). The leaders who use this style of management should understand that they will be developing a new set of attitudes that they will utilize. A calling to serve, empathy, stewardship, and healing are the four characteristics that are difficult to learn and come natural to the servant leader (2007). They want to make a difference and make an impact in people’s lives. They have pertinent skills where they demonstrate understanding and empathy. These are the people you seek when healing is needed. They contribute to the greater good and have developed trust with those they lead (2007).There are several characteristics that can be learned. Each of these components is important to enhance this practice of leadership. It is important to be an exceptional listener, be receptive to ideas and take a genuine interest with the views of others (Barbuto & Wheeler, 2007). Servants have awareness and are able to grasp the pulse of what is happening. They are very intuitive and use foresight to look ahead to the future. Leaders have an ability to conceptualize and encourage people to dream what could be possible. They are interested in promoting the growth of their workers and build community. Persuasion is used to build consensus with decisions instead of telling people what to do (2007). Using these characteristics promotes a healthy, autonomous work environment. It creates a future that moves organizations in a direction that has collaboration and balance. Strengths of Servant LeadershipServant leadership has considerable strengths where people in an organization feel they are represented and valued. Trust and respect are present and established. This type of leadership works with the employee to remove obstacles so their job can be done (Ramsey, 2005). Foresight is used to look ahead and plan for the future. There is opportunity to engage the worker with change and provide a way to represent their needs and prevent problems (Haslam, Reicher,& Platow, 2011). Servant leaders want their employees to succeed and work to help them achieve success. They reinforce instead of enforce, have open communication practices, and they lead by influencing others (2005). This is a practice style that engages people and creates a future that we all would like to have (Wheatley, 2013).Weaknesses of Servant LeadershipThe servant leadership model has some weaknesses depending on the behaviors that are practiced. Some leaders need to be motivated to become a servant leader. They are colleagues who identify with this leadership style and those who are cynical that this is a realistic approach (Wheatley, 2013). The leaders who lead by authority will have difficulty being a servant and the four characteristics that are inherent to the servant practice will be difficult to achieve. The leader needs to be careful that they do not become parental in their approach to the employee (Mooney). Dependency with workers who do not think for themselves can occur. It is important that the servant leader doesn’t become too immersed with encouraging workers to find meaning with their work while the finances of the business suffer (Mooney). The leader needs to be aware that they are not taken advantage of by the work force. Often they give of themselves so much, the leader can become burnt out. Lazy employees could develop if leaders cater too much to the worker and do not promote their growth (Mooney). The humble approach of a servant can be looked at as a weakness and not everyone responds to this type of leadership (Waterman, 2011).Health Care IndustryServant leadership has been used in the health care industry. The word servant is historically linked to nurses being a handmaiden to doctors. Many religious organizations founded hospitals having a view of dedication and giving of themselves. This image is now outdated, however health care workers continue with service to their patients with care and concern (Waterman, 2011). As health care has evolved and become more challenging, servant leadership has diminished in many organizations. People are the largest asset when providing care to their customers. Servant leaders that can work with people and serve their needs have a great opportunity to put back the concept of caring into care. They can develop people to nurture and provide a caring touch to those who serve (Richardson, 2008). ConclusionServant leadership is a great way to partner with employees and look ahead to the future. The new millennial does not want to be managed. Leaders need to have foresight and look to understand the needs of the people who work for them. I think my organization believes they are currently practicing service leadership. I think there is more meddling than helping being done and we are constantly changing our aim (Kim, 2007). What is said and what is actually practiced are different. Future leaders need to listen, envision a better future and develop relationships with their employees. Servant leaders need to be developed following the principles of Robert Greenleaf. The leaders who can practice these will help their organization become a top performer. I have used servant leadership as my primary style. As I read through articles, I related to the material and found some great readings to share with my peers. I liked this assignment and learned a lot!References:Abshire , D. (2007). Trustworthy leaders.?Leadership Excellence,?24(4), 20.Barrett, C. (2011). Servant leadership.?Leadership Excellence,?28(10), 4-5.Barbuto, J. E., & Wheeler, D. W. (2007). Becoming a servant leader: Do you have what it takes.University of Nebraska- Lincoln Extension, Instititue of Agriculture and Natural Resources, Retrieved from ianrpubs.unl.edu/live/g1481/build/g1481.pdfHaslam, A., Reicher, S. D., & Platow, M. J. (2011).?The new psychology of leadership. New York, NY: The Psychology Press.Kim, D. (2007).?Foresight as the central ethic of leadership. (4th printing ed.). Westfield, IN: The Greenleaf Center for Servant Leadership.Mooney, L. (n.d.).?Problems with the servant leadership model. Retrieved from yourbusiness. ? . ? Managing Employees?Ramsey, R. D. (2005). The new buzz word.?Supervision,66(10), 3-5.Richardson, N. (2008). The complete revenue cycle from cerner.?Servant Leadership in Health Care, 5.Waterman, H. (2011). Principles of `servant leadership` and how they can enhance practice.?NursingManagement,?17(9), 24-26.Wheatley, M. (2013). Servant leaders they represent the future.?Leadership Excellence,?30(5), 12. ................
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