Servant Leadership
Transcript: Ethical Leadership Ethical Leadership: Some standards include: the extent to which the leader's behavior violates basic laws of society, denies others their rights, endangers the health and life of other people, or involves attempts to deceive and exploit others for personal benefit. Examples are usually directed toward politicians, community leaders, religious leaders, and leaders for non-profit organizations. Historical Background: 1970: Greenleaf introduced the servant-leader. 1977: Followed up with his book - Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness (1977). - Greenleaf describes this as largely a response from university students in the 1960's Servant Leadership: Described in questions: 1. Do those served grow as persons? 2. Do they, while being served, beocme healthier, wiser, freer, more autonomous, more likely themselves to become servants? 3. And, what is the effect on the least privileged in society? 4. Will they benefit or at least not be further deprived? (Greenleaf, 2002, p. 27). Assumptions: 1. Servant leaders assist followers in acheiving their potential. 2. They listen and communicate - understanding the specific abilites, needs, desires, and goals of followers 3. They build trust. 4. They are sensitve to the needs of larger society and encourage moral reasoning in their followers. 5. Should snowball - Followers will build self confidence and will be inspired to become self leaders themselves. Rate Wallace as a Leader? Application in Social Work: Connection between Servant Leadership and social work practice Case Study.... Strengths Positive Promotes ethical standards Work to acheive greater good, not individual agendas Give direction and explanation to counter destructive leadership Weaknesses: •Overlapping and debated definitions and measurement criteria! •How can a leader collectively “serve,” when subordinates or stakeholders have conflicting needs and opinions? •Subjective Evaluation •Other situational variables, such as pressure/stress, may better predict how a leader will respond. •Questionable Intervention Applied Research: Liden, et al. (2008): Development of a measure and assessment 9 Dimensions - 25 item scale (controlled for transformational leadership and leader member exchange) -emotional healing -creating value for the community -conceptual skills -empowering -helping subordinates grow and succeed -putting subordinates first -behaving ethically -relationships -servanthood Results support Servant Leadership as a unique construct and that on an individual level it impacts community citizenship behaviors, in-role performance, and organizational commitment above and beyond transformational and charismatic leadership. However, no group level outcome differences were observed. Theory Building and Testing References: Cooper, C. D., Scandura, T. A., & Schriesheim, C. A. (2005). Looking forward but learning from our past: Potential challenges to developing authentic leadership theory and authentic leaders. Leadership Quarterly, 16(3), 475-493. doi: 10.1016/j.leaqua.2005.03.008 Greenleaf, R. K. (2002). Servant leadership: A journey into the nature of legitimate power and greatness. (25th Anniversary ed.). New York: Paulist Press. Impink, Rhonda V. (2004). Leadership Dimensions, the Critical Link for the Evolution of Collabortation: A Case Study. The Social Policy Journal, 3(2), 39055. Kilburg, R. R. & Donohue, M.D. (2011). Toward a “grand unifying theory” of leadership: Implications for consulting psychology. Consulting Psychology Journal, 63(1), 6-25. Liden, Robert C., et al. (2008). Servant leadership: Development of a multidimensional measure and multi-level assessment. Leadership Quarterly, 19, 161-177. Yukl, G. A. (2001). Leadership in organizations (5th ed.). Upper Saddle River, NJ: Printice-Hall. George Wallace: 1958 1919 1962 Airforce
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