Servant Leadership
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==The theory== | ==The theory== | ||
| − | + | qweasd | |
| + | ===Person of Character=== | ||
| + | ===Puts People First=== | ||
| + | ===Skilled communicator=== | ||
| + | ===Compassionate Collaborator=== | ||
| + | ===Has Foresight=== | ||
| + | ===System Thinker=== | ||
| + | ===Leads with Moral Authority=== | ||
==Application== | ==Application== | ||
Revision as of 18:57, 19 September 2017
Projects are made by people and for people. Yet, most projects have failed right here, especially since it was not until lately that people became truly recognized and incorporated in project management. It has been a mistake to think that people leave their personalities at home when going to work. So attracting, engaging and integrating people with their own interests, feelings, ideas, and competencies is not optional but required in project, program, and portfolio management. Especially since the complexity and uncertainty certainly bring about emotions in people. This necessitates a form of leadership that is suited to this environment, and servant leadership is one such form, where the people really are the centre of attention with the executive being a true leader rather than a boss. C.f. James W. Sipe and Don M. Frick in their book "Seven Pillars of Servant Leadership", servant leadership is attained by implementing seven things:
1. Being a person of character
2. Putting people first
3. Being a skilled communicator
4. Being a compassionate collaborator
5. Having foresight
6. Being a Systems Thinker
7. Having moral authority
Contents |
The theory
qweasd
Person of Character
Puts People First
Skilled communicator
Compassionate Collaborator
Has Foresight
System Thinker
Leads with Moral Authority
Application
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Limitations
asdsa
Annotated bibliography
qwe
