Servant Leadership

Revision as of 21:33, 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

The concept

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Person of Character

The core competencies of a person of character are that he maintains integrity, demonstrates humility, and serves a higher purpose. This character behavior has a huge effect on the quality and effectiveness of leadership: Many experts say that leadership competence is based on character more than technique [6], leaders of character generate more loyality, creativity, and productivity [7], a Harvard study indicates that most of the leader's performance is due to his personal character [8], and companies with a strong culture of shared values and principles outperform other companies a lot [9].

Maintaining integrity

A person of character makes ethical and principle-centered decisions. He does not lead by ego but with his conscience, the inward moral sense of right and wrong. Rather, he has enough self-awareness to point his inner compas towards "true north" of real leadership and not "magnetic north", which culturally conditioned values, others' needs and expectations, the ego etc. are pointing him towards. When the "magnetic attraction" becomes too severe and forces him away from true north, he does his upmost to get back on course.

Honesty is the most important ingredient according to a twenty-five year study on what people most admire in their leaders [13], so the person of character is also virtuous, trustworthy, and honest. By honesty it is not ment that he expresses whatever he thinks or feels, but that he is authentic: he must know himself and others, use personal histories to etablish common ground, choose carefully which authentic parts of himself to reveal and in which situations etc.

Simple things one can do to maintain integrity is, for example, to return phone calls, follow up on details, keep promises, and admit mistakes [s. 27].

Demonstrating humility

Humility also contributes to leadership effectiveness [15]. Being humble makes us listen to other opinions, which in turn makes us to do better and more insightful decisions, based on more diverse information. This is espacially important in projects due to the high level of complexity and uncertanity. We need input and feedback from others and not being defensive when we receive critisim. Humility helps with this. Authoritarian hierarchy and egotistic pride in leaders are due to their own insecurity that people will not follow them if they dont exercise coercive power [19 og 20]. It is important to surrender one's own ego for the sake of the organization and employees. Remind yourself that you are not right all the time, and show it to others as well by asking even your subordinates if something is the right thing to do.

Serving a higher purpose

A person of character is filled with a depth of spirit and enthusiam, and he is committed to the desire to serve something beyond himself. The Irish author and philosopher specialising in organisational behaviour and management, Charles Hardy, states: "The compasnies that survice are the ones that work out what they uniquely can give to the world - not just growth or money but their excellence, their respect for others, or their ability to make people happy." [s. 30] Humans search for a purpose in life, and the servant-leader should ask himself what his mission in life is and how he can make a difference. Every person has a calling - what is yours? Find out what you are passionate about and really good at and how this can help you to achieve your goal. --

Puts People First

One who puts people first helps others meet their highest priority development needs. He displays a servant's heart, is mentor-minded, and shows care and concern.

Displaying a servant's heart

Being mentor-minded

Showing care and concern

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Skilled communicator

A skilled communicator is one who listens earnestly and speaks effectively. He demonstrates empathy, invites feedback and communicates persuasively.

Demonstrating empathy

Inviting feedback

Communicating persuasively

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Compassionate Collaborator

A compassionate collaborator strengthens relationships, supports diversity, and creates a sense of belonging. He expresses appreciation, builds teams and communities, and negotiates conflict.

Expressing appreciation

Building teams and communities

Negotiating conflict

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Has Foresight

One who has foresight imagines possibilities, anticipates the future, and proceeds with clarity of purpose. He is visionary and he displays creativity and takes courageous and decisive action.

Being visionary

Displaying creativity

Taking courageous and decisive action

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Systems Thinker

A systems thinker is one who thinks and acts strategically, leads change effectively, and balances the whole with the sum of its parts. He is comfortable with complexity, demonstrates adaptability, and considers the "greater good".

Being comfortable with complexity

Demonstrating adaptability

Considering the "greater good"

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Leads with Moral Authority

One who leads with moral authority is worthy of respect, inspires trust and confidence, and establishes quality standars for performance. He accepts and delegates responsibility, shares power and control, and creates a culture of accountability. --

Application

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Limitations

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Annotated bibliography

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