Jensen Nathan Outline Servant Leadership The idea of servant leadership is to put serving others in front of all else: - Co-workers, clients, customers, and the surrounding community - Robert Greenleaf is the father of servant leadership. - Aspirations to lead come only after other's needs are met. Servant Leaders have multiple responsibilities: - Tasks to be completed are a managerial responsibility but take a back seat to people. - Ideal servant leaders are more focused on meeting the needs of others before tasks are accomplished or targeted. - Servant leadership brings autonomy to employees and corporations, at the same time, leader first managers desire power and money and are seen as on the negative end of the spectrum. Incorporating servant leadership can be easy - Allowing servant techniques to be part of the companies vision o Be a servant first, then a leader - Ask questions: o "who do you serve?" and "for what purpose?" - Training sessions for new employees or existing employees. o Use training coarses to allow the employees to learn by doing or seeing. Leadership traits: - traditional styles have an autocratic feel o traditional leadership skills include behavioral based skills. - servant style leadership are a give and take relationship o there is nothing more important than serving others first, then leading will follow after other's needs are met. Servant Leadership can cause problems in the work place. - Although it seems that autonomy can be reached instantaneously through servant leadership that is not the case. - Managers may be caught up in the individual feelings of the co-workers or customers. - If managers are too involved in the individual feelings, there is a chance they may miss what's going on in the "big picture" of the company. Values that are important for servant leaders: - Taking people and their work seriously is very important: o It is described as doing the right thing when the outcome of may it not pay off. Morality and values are most important of a servant leader. - Actively listen to everyone o Co-workers not just above you on the chain of command have important input. The lower level employees that interact with the employee's everyday are most important. They know what the customers want. - Healing is an un measurable trait
Nathan Jensen o To be able to fix mistakes or "holes" in the work place. o Sharing in the mistakes is important. o Many managers believe that being vulnerable is a bad characteristic. Relating to employees in this way is a great characteristic. - Humility is important o Great ideas can be made without being made public. o Not "glorifying" management can be important to not intimidate some. - Steward o Knowing what you have and what you are going to do with it. Using longterm thought processes. Similarities: - Serving becoming the first idea or part of any organization trying to include this type of leadership is the most important thing. o Fulfilling everyone's needs is seen as more important than accomplishing tasks. o Holding serving as a higher value is important because once needs are met, leadership begins to takeover and shine through. o Leadership is brought out through helping and fulfilling others needs Situational Introduction: Hersey and Blanchard: - Similar to Greenleaf, Hersey and Blanchard are the main founders of the situational leadership style. - Situational Leadership: Leader's styles are flexible. There is no set way of doing anything, only directions. Leadership Styles: - directive - coaching - participating - delegating Following tendencies: - readiness 1 - readiness 2 - readiness 3 - readiness 4 How followers and leaders are or should be paired: - autocratic o give and take - adjusting Developing leaders - advantages of finding strengths and weaknesses - guidance Techniques: - train leaders first
Nathan Jensen o followers will "follow" after they see.