Leadership Research Paper
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Abstract
Perception of servant leadership varies from person to person. Overall goals of a servant leadership remain the same as primarily focuses on growth and well-being of people and the communities to which they belong. In a large scale, this literature agrees on many of the criteria of servant leadership: empowerment, accountability, standing back, humility, authenticity, courage, interpersonal acceptance, and stewardship. Another major aspect of servant leadership is being discussed here is the importance of loving the followers while leading and what role the heart plays in this equation. Second section discusses an interview with Fr. Bernard Blasius Moras, the archbishop of Bangalore, India who is also a chairman of a graduate college in the city. Moras details his views on servant leadership and how he motivates the children and the people at his church. In the final section, views of students in this course on servant leadership are being discussed.
Leadership Research Paper
Perception of servant leadership varies from person to person. The following will discuss the eight characteristics of servant leadership. Another main aspect of servant leadership is being discussed is the heart and how it fits plays a major role in creating a successful servant leader. An interview with Bernard Blasius Moras will provide his thoughts on servant leadership from a servant leader point of view. Finally, it will compare and contrast views from the research with the views of Moras and the students in this course.
Literature Review on Characteristics of Servant Leadership
Greenleaf (1998) never accurately define servant leadership which has given rise to many interpretations illustrating wide range of behavior. Spears (1995), Laub (1999), Russel and Stone (2002), and Patterson (2003) are many influential authors who have developed models on servant leadership. Sears (as cited in Greenleaf, 1996) lists ten categories of a servant leader as “listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to growth of people, and building community” (p. 4). Greenleaf (1996) considers these are important elements of a leadership that a servant leader should attempt to develop. Although above authors have created various models on servant leadership, van Dierendonck and Nuijten (2011) summarize these into eight characteristics: empowerment, accountability, standing back, humility, authenticity, courage, interpersonal acceptance, and stewardship. We also add heart as another dimension of servant leadership that Blanchard and Hodges (2005) highlighted in their book.
Empowerment
As a general definition, empowerment is a multi-dimensional social process that helps people gain control over their own lives and hence, giving people responsibility for their own actions. Through empowerment, the servant leader recognizes the strengths and talents of his people. Additionally, the servant leader must support people in their work and in their growth. Beneath the empowerment is the recognition that the people are not merely followers, but that each and everyone is a person in their own right.
Accountability
Conger (1989) points out accountability as holding people accountable for their actions. This defines clear expectation of people which is beneficial for both people and the community (Froiland et al, 1993). It is a very useful technique to entrust confidence in ones followers and it provides a stage where one has freedom to achieve ones objectives. Authors van Dierendonck and Nuijten (2011) highlight that although most popular research on servant leadership considers accountability is relevant, it has often been left out by scholars and has not been considered as a measurement for servant leadership.
Standing back
Standing back is giving time to followers to express (Dewan & Myatt, 2012). Servant leader gives priority to the interests of people first and support their actions. Standing back also mean providing the appropriate credit where it is due and retreat to background upon successful completion of a task (van Dierendonck & Nuijten, 2011). Other characteristics such as empowerment, stewardship, authenticity and humility are closely related to standing back in the realm of servant leadership.
Humility
This is recognition and attitude of a servant leader that that “they are neither omnipotent nor omniscient, and that people may be more experienced and knowledgeable” (Shekari & Nikooparvar, 2012, p. 18). This is especially important for servant leaders in organizations who are dependent on knowledge workers that know more about their specialized skills than anyone else in their company. But acknowledging the limits of ones own knowledge, the servant leader encourages a learning environment; one in which everyone can learn and grow by learning from others and through experimentation. This fosters a long-term learning culture in the community.
Authenticity
“Authenticity is an important factor that enables the servant leader to show very clearly to employees that not only can they be themselves, but also that the work environment genuinely encourages and welcomes this” (Greenleaf, 1998, p. 2). To lead with authenticity the servant leader must uphold integrity all the time; he must keep his promises; show same principles in morality and actions; and act in accordance with which he or she is and what he or she believes.
Courage
The courage is to go out ahead, even if the path is uncertain (Greenleaf, 1991). Servant leaders lead the followers in a right direction and they are aware of the risks ahead, but they are also aware of the objectives and how to translate those. Courage is also mean going out to take risks and attempting to solve old problems with new solutions (Greenleaf, 1991). New solutions lead to creativity and innovation. It is about creating new approaches as opposed to conventional models of tackling issues (van Dierendonck & Nuijten, 2011). Collins (2001) points out level 5 leadership which equivalent of servant leadership, “is not just about humility and modesty” (p. 30). It is equally about ferocious resolve, an almost stoic determination to do whatever needs to be done to achieve a goal (Collins, 2001).
Interpersonal acceptance
The ability to experience and understand the motivations and feelings of others is important in a servant leadership culture. Forgiveness and sense of empathy must co-exist.