Servant Leadership
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=Annotated bibliography= | =Annotated bibliography= | ||
| − | 1. James W. Sipe and Don M. Frick (2015). Seven Pillars of Servant Leadership. New Jersey: Paulist Press. The book about Servant | + | 1. James W. Sipe and Don M. Frick (2015). Seven Pillars of Servant Leadership. New Jersey: Paulist Press. The book about Servant Leadership which this WIKI-article is primarily based on. Many of the references mentioned below are also from this book.<br> |
2. Gareth R. Jones and Jennifer M. George (2015). Essentials of Contemporary Mangement. Sixth Edition. McGraw-Hill Education. About different management topics. Used to define servant-leadership and compare to other leadership models.<br> | 2. Gareth R. Jones and Jennifer M. George (2015). Essentials of Contemporary Mangement. Sixth Edition. McGraw-Hill Education. About different management topics. Used to define servant-leadership and compare to other leadership models.<br> | ||
3. Joana Geraldi, Christian Thuesen, Josef Oehmen & Verana Stingl (2017): ''How to DO projects - A Nordic flavour to managing projects''. Denmark: Danish Standards Foundation. Used to link the theory of project management to servant leadership<br> | 3. Joana Geraldi, Christian Thuesen, Josef Oehmen & Verana Stingl (2017): ''How to DO projects - A Nordic flavour to managing projects''. Denmark: Danish Standards Foundation. Used to link the theory of project management to servant leadership<br> | ||
Revision as of 20:31, 1 October 2017
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]:
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 |
Motivation
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 [2]. It has been a mistake to think that people leave their personalities and emotions 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 management [3]. Especially since the complexity and uncertainty of projects certainly bring about emotions in people. And since program and portfolio management depend on successful projects as well, it is also required and not optional indirectly here. This complex and emotional environment necessitates a form of leadership that is suited to it, where the people really are the center of attention with the executive being a true leader rather than a boss, and this article will contribute to this important area by describing one such form of leadership, namely servant leadership. Hopefully, this can help to the success of future projects.
Below, the theory of servant leadership and its application are integrated into one section. The reason is that it is quite straightforward to implement the theory. Research implicates that these traits can be learned[1], so it just takes a pen and paper and the leader to sit and reflect on what he can change or implement from the theory and how it is put into practice.
The concept and application
ADVANTAGES
James W. Sipe and Don M. Frick builds upon the writings of Robert Greenleaf and defines a Servant Leader as a person of character, who puts people first. He or she is a skilled communicator, a compassionate collaborator who has foresight, is a systems thinker, and leads with moral authority. This is illustrated to the right, where it is also seen, which will be described below, that the servant leader should have some greater purpose of, for example, serving the community. [1]
The article will elaborate on these seven pillars now.
IN LINE MED UN GOALS
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[5], leaders of character generate more loyalty, creativity, and productivity[6], a Harvard study indicates that most of the leader's performance is due to his personal character[7], and companies with a strong culture of shared values and principles outperform other companies a lot[8].
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 avoid the negative aspects of culturally conditioned values, others' needs and expectations (when they are damaging), the ego etc.
Honesty is the most important ingredient according to a twenty-five-year study on what people most admire in their leaders[9], so the person of character is also virtuous, trustworthy, and honest. By honesty it is not meant that he expresses whatever he thinks or feels, but that he is authentic: he must know himself and others, use personal histories to establish 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[1].
Demonstrating humility
Humility also contributes to leadership effectiveness[10]. Being humble makes us listen to other opinions, which in turn makes us do better and more insightful decisions, based on more diverse information. This is especially important in projects due to the high level of complexity and uncertainty. We need input and feedback from others and not being defensive when we receive criticism. 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 don't exercise coercive power[11]. It is important to surrender one's own ego for the sake of the project. Remind yourself that you are not right all the time, and show it to others as well by asking even your subordinates in the project if something is the right thing to do.
Serving a higher purpose
A person of character is filled with a depth of spirit and enthusiasm, 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 companies that survive 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." [12] 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. Then ask yourself how this can help you to achieve the goals of the project you're in. Or how you can use it to start a new project to achieve great goals, for instance, one of the UN global goals for sustainable development (http://www.globalgoals.org). Then strive to achieve the goals. This will inspire one's subordinates and other observers as well.
TEORIEN OM PURPOSE FRA SLIDES
Puts People First
The core competencies of one who puts people first are that he displays a servant's heart, is mentor-minded, and shows care and concern, to help others meet their highest priority development needs. Putting people before profit can, ironically, make a project or an organization even more profitable. A research from Stanford University suggests that companies with a "people first" mentality have a significant competitive advantage and outperform all competitors[13]. Instead of just spouting the slogans "our people are our biggest assets" or "we put people first", a servant-leader really puts the people before, for instance, profit, and sacrifice self-interests for the sake of others. However, there is a balance, since, of course, a person who sacrifices too much and neglects himself cannot function.
Displaying a servant's heart
Seeks first to serve, then aspires to lead. Self-interest is deeply connected to the needs and interests of others. Many effective leadership models say that great leaders should show concern for their subordinates, but besides showing concern, an even greater effect is obtained when the leader also is at their service. True leadership emerges from a deep desire to serve and is not something to work for but something that happens by itself. The joy of giving is its own reward: a study suggests that the areas of the brain stimulated through sex, drugs and money are also stimulated by acts of helping others and altruism[14]. So your own heart will be at rest too.
Being mentor-minded
A mentor-minded servant-leader serves in a manner that allows those served to grow as persons. He does not impose his own wisdom but allows them to develop their own. Mentoring should not be about the mentor but the mentee.
Showing care and concern
A servant-leader expresses genuine care and concern for others. Caring is not tantamount to being soft and overlooking mistakes, but one must separate the behavior from the person. It is also more than just being nice. Care is expressed with action. For instance, you could provide opportunities for them to achieve the important needs described by Maslow: self-actualization needs, esteem needs, belonging needs, safety needs, and physiological needs. This way, they should also be highly motivated[4].
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Skilled communicator
A skilled communicator is one who listens earnestly and speaks effectively. His core competencies are that he demonstrates empathy, invites feedback and communicates persuasively. Many experts say that skillful communication is the foundation of effective leadership. With skillful communication, they mean listening to understand others and expressing one's thoughts, feelings, and needs with genuineness, respect, and clarity[15]. This has many benefits, such as trusting and productive working relationships since the speaker feels attended to and cared about, better constructive conflict resolution, and more. Communication skills are relationship skills, so project managers can seek help from psychotherapy and the relatively new concept of EQ, emotional intelligence, or people skills, which Gerard Egan, the author of The Skilled Helper, which is the most widely used counseling text in the world, defines as[16]:
1. Empathy (deep, accurate understanding)
2. Warmth (kindness, respect)
3. Genuineness (openness, authenticity)
4. Concreteness (specific, direct)
5. Initiative (solution-oriented, risk-taking)
6. Immediacy (mutual, intimate, "here-and-now" sharing)
7. Self-disclosure (appropriate sharing of self)
8. Confrontation (challenging others to grow)
9. Self-exploration (self-reflection, inviting feedback)
Demonstrating empathy
"If communication is the joint that holds relationships together, empathy is the connective tissue" [1]. Being empathic is to put yourself in the shoes of others, to temporarily live in the other's life. Be aware of their thoughts, feelings, and needs. To be able to empathize, one must first be able to listen, which is an important skill in servant-leaders. Many approaches already exist, active listening, strategic listening etc. However, a servant-leader not only knows the rules of listening but go beyond them by becoming listeners. And not only verbally but also the nonverbal communication.
One can follow these three simple steps and a good technique for showing empathy.
1. Show interest: Stop what you are doing, pay attention even if you are in a hurry, turn towards the person, lean slightly forward, look directly at the face, make eye contact and use your body language.
2. Be encouraging: Avoid evaluating the statements, don't interrupt, express words of encouragement, for example, "I see... that's interesting, you don't say..." etc. Ask open-minded questions, and ask brief open-ended questions.
3. Clarify: Summarize in your own words what you have heard. 2 and 3 will show that you're still interested and actively listening
The conversation can be ended with the XYZ technique: "You feel X, because of Y, and you want Z."
Inviting feedback
Others see faults in us better than we do ourselves. A servant-leader must therefore not just welcome feedback to appear open-minded but must regard feedback as a gift and not become defensive. All feedback is good if we regard it as an opportunity to improve. When receiving feedback, strive to be[17]:
1. Open
2. Responsive
3. Thoughtful
4. Calm
5. Explicit (of what kind of feedback you are seeking, and why it is important to you)
6. Quiet
7. Clear with your commitment
8. Accepting
9. Clarifying
The following are guidelines for giving feedback. Feedback should be:
1. Timely (more immediate)
2. Supportive
3. Nonjudgmental
4. Specific
5. Well-paced
6. Directive
7. Presented with a request for clarification
8. Offered by permission
Communicating persuasively
A leader must influence others, and there are different strategies to how. One is communicating persuasively by using ethos, pathos, and logos. However, it is important that the persuaded person is not manipulated but takes the step himself. Another method is storytelling, which is better than hard numbers if you want to convince someone[18]
Compassionate Collaborator
A compassionate collaborator strengthens relationships, supports diversity, and creates a sense of belonging and a culture of collaboration. This includes that he invites and rewards the contributions of others, he pays attention to the quality of work life and strives to build caring, collaborative teams and communities, he related well to people of diverse backgrounds and interests and values individual differences, and he manages disagreements respectfully, fairly, and constructively. [1]
His core competencies are expressing appreciation, building teams and communities, and negotiating conflict.
Expressing appreciation
Research shows that employees prefer positive feedback and appreciation even more than other workplace perks, including compensation[19]. And that companies with a positive and collaborative culture did better economically than companies without these traits: on average revenues were increased by 682 percent, on average the workforce increased by 282 percent and on average the company stock prices increased 901 percent[8].
Following things can be done to make employees feel more valued [1]:
1. Offer them reward options
2. Identify what is meaningful to them
3. Keep recognition programs fresh
4. Train managers on recognition best practices
5. Recognize all levels of employees
6. Give recognition consistently
7. Develop a peer-recognition program
And here are some tips on giving praise:
1. Praise with a purpose
2. Be specific
3. Consider the receiver and his or her personality
4. Be sincere
5. Do it often
Building teams and communities
A Servant-Leader helps the group, team, or community members to acquire skills to identify and eliminate barriers to their success. A group or team is not a place to satisfy ego or personal gain but to work for what is best for the group. Much theory exists on high-quality, high-performance and effective teams, and a Servant-Leader should motivate the team members to the following:
1. Goal setting: Develop group goals collectively
2. Communication: Open and two-way communication
3. Participation: Equal distributed participation and autonomy
4. Decision-making: Follow a method and include each other in decisions
5. Problem-solving: Controversy and conflict should not be avoided but encouraged in a healthy way
6. Cohesiveness: Create a safe and enjoyable environment
Negotiating conflict
Conflict is unavoidable. A Servant-Leader and compassionate collaborator does not think "I win, you lose", and is able to control his anger. He does not see his anger as being caused by others but by his own thoughts. So he does not let his anger out on others. Many bargaining and resolving techniques exist and some work better than others. The Peace R.U.L.E.S technique for negotiation[20] works for a Servant-Leader:
1. Remain calm: Pick the right place and time where you can maintain a respectful, productive conversation
2. Unto Others as Yourself: Remember the Golden Rule, "Do unto others as you would have them do unto you"
3. Listen to Understand: Remember how to listen (as explained above) and not just try to convince
4. Expect Success: Have a positive attitude and communicate calmly to achieve win-win situations
5. Seek outside support (S.O.S): If needed, find a caring, objective third party
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Has Foresight
One who has foresight imagines possibilities, anticipates the future, and proceeds with clarity of purpose. This includes that he views foresight as the central ethic of leadership, he knows how to access intuition, he can articulate and inspire a shared vision, he uses creativity as a strategic tool, and he is a discerning, decisive, and courageous decision maker. His core competencies are that he is visionary, he displays creativity, and he takes courageous, decisive action. [1]
Being visionary
A Servant-Leader uses his foresight to see where to go, with a great vision he paints a compelling picture of the destination, and he invites others to follow him. Many books are written about vision and mission statements, goals, strategic objectives etc. But, put simply, a great vision
1. invites us to a great and worthy shared enterprise,
2. paints a picture of a brighter future that connects to our deepest identity,
3. excites with unlimited possibilities, and
4. lures us forward to action with its compelling power,
and it should answer the following questions:
1. "Who are we?"
2. "Whom do we serve?"
3. "How will we serve them?" [1]
A Servant-Leader is not afraid to redefine the vision, and he refers to it often
Displaying creativity
A Servant-Leader not only permits creativity but nurtures it. What gets rewarded gets done, so reward and practice creativity. The following method can be used:
1. State the problem (to point towards the same direction)
2. Suggest possible solution (apply brainstorming rules here, for example suspending judgment, go for quantity, not quality at first, change perspective etc.)
3. Evaluate and choose possible solutions
4. Test the creative solution [1]
Taking courageous and decisive action
To nurture ones foresight and to be able to take courageous and decisive action, the following model can be used:
1. Analyze the past
2. Learn everything there is to know about the issue at hand
3. Let the information incubate: The heart requires silence between beats, the Servant-Leader's practice of foresight requires patience and silence
4. Share your insights with trusted colleagues (to get feedback)[1]
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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 standards for performance. He accepts and delegates responsibility, shares power and control, and creates a culture of accountability. --
Limitations
The pillars of Servant Leadership that are presented here are not specific serving-oriented leaders. Some of the theory is mentioned in other models as well and can be practiced successfully by other types of leaders even though they lack a servant-leadership mindset. However, it can be argued that a leader with the servant mindset, who treats people the same way he himself wishes to be treated, has easier to achieve the emotional intelligence and people skills, which many contemporary theories and models describe as very important. But, of course, the same leadership model does not work everywhere. There are situations, where other types of leadership are required, as stated, for example, in House's path-goal theory, which states that the behaviors that managers should engage in to be effective leaders are contingent on the nature of the subordinates and the work they do. Many examples exist where projects or companies shut down even though the leadership had these people traits[4].
Servant Leadership and sharing responsibility could diminish the leader's own authority. So, what happens if the situation changes and it is required for the leader to take a different approach, for example, if he must fire someone, which cannot always be avoided? A servant cannot fire his master and it becomes hypocrisy when the leader must fire the led whom they are meant to be serving.[21] Also, the serving can get extreme so much so it is unhealthy for the leader himself and also the subordinates, which might see him as less authoritative and less dominant, which thus can lower the overall performance, especially if it becomes demotivating. This can happen if the servant leader constantly fixes the problems or steps in to take care of the needs since the subordinates then can be tempted to relax more and put less effort into the work.[22].
Another limitation is the time it takes a "non-natural" to develop his servant-leadership. It is not just a project with a starting and end date. It requires a change in attitudes and mentality and is based upon a change in mindset. Also, in companies or larger projects with multiple leaders, it would perhaps require institutional or organizational change and not just individuals engaging in it: What if the other leaders lack the willingness to adapt to this style of leadership? It is plausible that some would resist attempts to undermine their coercive authority by engaging in servant leadership. [21]
There could also be a conflict with the business structure. Some would argue that project leaders should represent the interests of top management and project owners, not project members or employees. Yes, the leader has to motivate and support subordinates, but literal service to them could go against inherent business structures.
Annotated bibliography
1. James W. Sipe and Don M. Frick (2015). Seven Pillars of Servant Leadership. New Jersey: Paulist Press. The book about Servant Leadership which this WIKI-article is primarily based on. Many of the references mentioned below are also from this book.
2. Gareth R. Jones and Jennifer M. George (2015). Essentials of Contemporary Mangement. Sixth Edition. McGraw-Hill Education. About different management topics. Used to define servant-leadership and compare to other leadership models.
3. Joana Geraldi, Christian Thuesen, Josef Oehmen & Verana Stingl (2017): How to DO projects - A Nordic flavour to managing projects. Denmark: Danish Standards Foundation. Used to link the theory of project management to servant leadership
4. Alexander Osterwalder and Yves Pigneur (2016): Business Model Generation. 1st edition, 6th printing. John Wiley & Sons. Used to shortly describe the method of storytelling in communicating.
References
- ↑ 1.00 1.01 1.02 1.03 1.04 1.05 1.06 1.07 1.08 1.09 1.10 James W. Sipe and Don M. Frick (2015). Seven Pillars of Servant Leadership. New Jersey: Paulist Press. Page 27.
- ↑ Joana Geraldi, Christian Thuesen, Josef Oehmen & Verana Stingl (2017): How to DO projects - A Nordic flavour to managing projects. Denmark: Danish Standards Foundation
- ↑ Joana Geraldi & Christian Thuesen (2017): People Lecture Slides. Spring class 2017 of 42430: Project Management
- ↑ 4.0 4.1 4.2 Gareth R. Jones and Jennifer M. George (2015). Essentials of Contemporary Mangement. Sixth Edition. McGraw-Hill Education.
- ↑ Thomas A. Teal (1998). The Human Side of Management. Boston: Harvard Business School Press.
- ↑ Frederick F. Reichheld (2003). Loyalty Rules: How Today's Leaders Build Lasting Relationships. Boston: Harvard Business School Publishing.
- ↑ Warren Bennis (1999). The Leadership Advantage, Leader to Leader 12. Spring.
- ↑ 8.0 8.1 John P. Kotter and Jaames L. Heskett (1992). Corporate Culture and Performance. New York: Simon & Schuster.
- ↑ James M. Kouzes and Barry Z. Posner (2002). The Leadership Challenge. San Francisco: Jossey-Bass.
- ↑ Jim Collins (2001). Good to Great: Why Some Companies Make the Leap and Others Don't. New York. HapperCollins
- ↑ Paul T. P. Wong and Don Page (2003): Servant leadership: An Opponent-Process Model and the Revised Servant Leadership Profile. Regent University Servant Leadership Research Roundtable. http://www.regent.edu/acad/global/publications/sl_proceedings/2003/wong_servant_leadership.pdf
- ↑ The Popular Charles Handy quote found at http://www.brainyquote.com/quotes/authors/c/charles_handy.html.
- ↑ Jeffrey Pfeffer (1998). The Human Equation: Building Profits by Putting People First. Boston, MA: Harvard Business School Press
- ↑ Shankar Vedantam (2007). If It Feels God to Be Good, It Might Be Only Natural. Washington Post, May 28, A01.
- ↑ Two books. 1: Stephen Covey (1989). Seven Habits of Highly Effective People. New York: Fireside, 1989. And 2: Peter Drucker (1967). The Effective Executive. New York: HarperCollins.
- ↑ Gerad Egan (1998). The Skilled Helper: A Problem-Management Approach to Helping, 6th ed. Pacific Grove, CA: Brooks/Cole Publishing Co.
- ↑ Fred Nickols (1995). Feedback about feedback. Human Resources Development Quarterly 6, no. 3.
- ↑ Alexander Osterwalder and Yves Pigneur (2016): Business Model Generation. 1st edition, 6th printing. John Wiley & Sons.
- ↑ Gary Vikesland (2001). Part II: An Unseen Force in Your Company. Employer-Employee.com
- ↑ James W. Sipe (1994). PEACE R.U.L.E.S!TM Guidelines, Your Conflict Resolution Tool. Detroit: Performance Resource Press.
- ↑ 21.0 21.1 Mr. Clarke: Advantages and Disadvantages of Servant Leadership. Mr. Clarke's Blog. http://5j16mrclarke.wordpress.com/2016/01/16/advantages-and-disadvantages-of-servant-leadership. Visited October 1, 2017.
- ↑ Neil Kokemuller: Problems With the Servant Leadership Model. Chron. http://smallbusiness.chron.com/problems-servant-leadership-model-50586.html. Visited October 1, 2017.
