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Buchanan, L. (2007). In praise of selflessness. Why the best leaders are servants. Inc. , 29(5), 33- 35. did=1266808401&sid=1&Fmt=2&clientId=48377&RQT=309&VName=PQD 1) Sendjaya, S. & Sarros, J. C. (2002). Servant leadership: Its origin, development, and application in organizations. Journal of Leadership and Organizational Studies , 9 (2): 57- 64. did=275645021&sid=1&Fmt=2&clientId=48377&RQT=309&VName=PQD 2) 3) Regent University. Servant leadership research roundtable proceedings . 4) 5) Web Sites: a) Greenleaf Center for Servant-Leadership. b) Ken Blanchard Companies. 6) 7) Introduction 8) There are many different models of leadership provide the foundation for todays contemporary leaders: Transformational leadership, transactional leadership, authentic leadership, emotional intelligence (EQ)/primal leadership model, self-leadership, ethical leadership, and servant leadership. There is a significant amount of research on all of these contemporary theories of leadership, but in the end, effective leadership is not only about selecting the right model(s) of leadershipit is about how leaders select, internalize, and apply various aspects of these models. Robert Greenleaf first introduced the concept of servant-leadership in 1970. Greenleaf and other leadership experts such as Ken Blanchard, Stephen Covey, Warren Bennis, and Margaret Wheatley have worked in the area of leadership for decades. Although they introduced new and exciting models of leadership, they continuously adapt them to the realities of the times. At the same time, new models continue to emerge, some of which will survive the strains of time. Each model is born out of a worldview of its creator. Often these models present new metaphors for leadership Servant Leadership Servant leadership is a model that has survived the test of time. In fact, is currently increasing in popularity. Research into this model of leadership continues to expand. The ability to create continuous improvement in results, adding significant value to key stakeholders, has been attributed to the use of servant leadership practices. Buchanan (2007) notes that: Ari Weinzweig and Paul Saginaw understand the challenges better than most. The co-founders of Zingerman's Community of Businesses built a $30 million food, restaurant, and training company on servant leadership principles. In the process, theyve wrestled with three paradoxes. First, the harder you must work for others. Second, although you hold formal authority over employees, you must treat them like customers and, when reasonable, do their bidding. When your desires and the needs of your organization conflict, your desires draw the low card. Its a big change from the way were socialized to think about success, says Weinzweig. When youve put so 1 much energy into getting to a ... View Full Document

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