The Principles of Servant Leadership

In Student Life

Ashland University

Servant Leadership HouseDr. Dan Lawson

What’s happening today?

• The origin of servant leadership theory– Greenleaf

– The Bible

• Current studies in servant leadership

• What are we doing at Ashland University?

Robert Greenleaf

• The Servant as Leader – 1970

• Servant leadership: A journey into the nature of legitimate power and greatness – 1977

• Journey to the East - 1956

Greenleaf 1904 – 1990

Hesse 1877-1962

The Ten Characteristics

• Listening• Empathy• Healing• Awareness• Persuasion

• Conceptualization• Foresight• Stewardship• Commitment to the

growth of people• Building community

Listening

• the servant-leader will reinforce these skills by a deep commitment to listen intently to others. He or she seeks to listen receptively to what is being said (and not said!)

Spears, L. C. (2003). Introduction: Understanding the growing impact of servant-leadership. In The servant-leader within: A transformative path (pp. 13-28). New York: Paulist Press.

Empathy

• People need to be accepted and recognized for their special and unique spirit.

Spears, L. C. (2003). Introduction: Understanding the growing impact of servant-leadership. In The servant-leader within: A transformative path (pp. 13-28). New York: Paulist Press.

HealingHealing

servant-leaders recognize that servant-leaders recognize that they have an opportunity to they have an opportunity to help make whole those with help make whole those with whom they come into contactwhom they come into contact

Spears, L. C. (2003). Introduction: Understanding the growing impact of servant-Spears, L. C. (2003). Introduction: Understanding the growing impact of servant-leadership. In leadership. In The servant-leader within: A transformative pathThe servant-leader within: A transformative path (pp. 13-28). New York: (pp. 13-28). New York: Paulist Press. Paulist Press.

AwarenessAwareness

Awareness helps one in Awareness helps one in understanding issues understanding issues involving involving ethicsethics, , powerpower, , and and valuesvalues..

Spears, L. C. (2003). Introduction: Understanding the growing Spears, L. C. (2003). Introduction: Understanding the growing impact of servant-leadership. In impact of servant-leadership. In The servant-leader within: A The servant-leader within: A transformative pathtransformative path (pp. 13-28). New York: Paulist Press. (pp. 13-28). New York: Paulist Press.

Persuasion

• The servant leader seeks to convince others rather than coerce compliance.

Spears, L. C. (2003). Introduction: Understanding the growing impact of servant-leadership. In The servant-leader within: A transformative path (pp. 13-28). New York: Paulist Press.

Conceptualization

• Dream great dreams and think beyond the day-to-day realities.– Keep a journal– Find a mentor– Vision quest

Spears, L. C. (2003). Introduction: Understanding the growing impact of servant-leadership. In The servant-leader within: A transformative path (pp. 13-28). New York: Paulist Press.

Foresight

• lessons from the past, the realities of the present, and consequence of a decision for the future

Spears, L. C. (2003). Introduction: Understanding the growing impact of servant-leadership. In The servant-leader within: A transformative path (pp. 13-28). New York: Paulist Press.

Stewardship

• “holding something in trust for another.”

Commitment to the growth of people

• people have intrinsic value

Spears, L. C. (2003). Introduction: Understanding the growing impact of servant-leadership. In The servant-leader within: A transformative path (pp. 13-28). New York: Paulist Press.

Building Community

• true community can be createdSpears, L. C. (2003). Introduction: Understanding the growing impact of servant-leadership. In The servant-leader within: A transformative path (pp. 13-28). New York: Paulist Press.

Where did servant leadership really get started?

• whoever wants to become great among you must be your servant, and whoever wants to be first must be your slave (Matthew 20:26,27)

Sendjaya, S., & Sarros, J. C. (2002). Servant Leadership: Its origins, development and application in organizations. Journal of Leadership and Organizational Studies, 9(2), pp. 57-64.

Other examples of servant-leadership

Max De Pree

1.I serve because I’m the leader.

2.I am the leader because I serve

Servant first• Servant-leaders see themselves as a

servant first. (Greenleaf, 1997)

• The stewardship of the people they lead is a critical characteristic of a servant-leader.

Block, P. (1993). Stewardship: Choosing service over self-interest. San Francisco: Berrett Koehler.

Jesus was deeply secure in his identityFord, L. (1991). Transforming leadership: Jesus' way of creating vision, shaping values, and empowering change. Downers Grove, IL: InterVarsity Press.

Servant-leadership really works

1. openness and fairness

2. camaraderie/friendliness

3. opportunities

4. pride in work and company

5. pay/benefits

6. security

Levering, R. & Moskowitz, M. (2000). The 100 best companies to work for in America. Fortune, 141(1), 82-110.

Kenosis Philippians 2

• To empty

• Not his deity but its prerogatives

• Not to be served but to serve

• We desire to be like him

A new model for Servant-leadership

Patterson, K.A. (2003), “Servant leadership: a theoretical model”, Dissertation AbstractsInternational, Vol. 64 No. 02, p. 570, UMI No. 3082719.

1. teachable;2. concern for others;3. controlled discipline; 4. seeking what is right and good for the organization; 5. showing mercy in beliefs and actions with all people; 6. focusing on the purpose of the organization and on the well-being of

the followers; and7. creating and sustaining peace in the organization – not a lack of

conflict, but a place where peace grows.

Expanding Patterson’s Model

Winston, B.E. (2003), “Extending Patterson’s servant leadership model: explaining how leaders and followers interact in a circular model”, paper presented at the Servant Leadership Research Roundtable, Regent University, Virginia Beach, VA, available at: www.regent.edu/acad/cls/2003ServantLeadershipRoundtable/

Servant-leadership in Servant-leadership in Higher EducationHigher Education

1.1. Morale & performance Morale & performance improvedimproved

2.2. The model worksThe model works3.3. Employees motivated Employees motivated

out of a sense of out of a sense of calling.calling.

4.4. Leader viewed as a Leader viewed as a model leader.model leader.

5.5. Values lead to intent to Values lead to intent to behavebehaveWinston, B. E. (2004). Servant leadership at Herritage Bible College: a single-case study. The Leadership

and Organizational Develolpment Journal, 25(7), 600-617.

What are your questions?What are your questions?