4/8/11
Servant Leadership Theory
This Servant Leadership Theory was first exposed by Robert Greenleaf in his essay “The Servant as a Leader” during the 70’s. In his essay, Greenleaf defends that servant leaders are servants first, and leaders later. There are ten major characteristics of this leadership theory:
• Listening;
• Empathy;
• Healing Relationships;
• Awareness;
• Persuasion;
• Conceptualization;
• Foresight;
• Stewarsdship;
• Comiitment to Human Resource Development;
• Commitment to building community.
Organizational development has had a major contribution to this theory as the servant leader stays away from demanding from his/ her subordinates. Instead, the servant leader acts as a leader who empowers his/ her subordinates, therefore inspiring them to succeed at their duties.
The structure of the servant leadership greatly emphasizes teamwork in which each of the members plays different roles based on their level of expertise rather than the team members’ title. This way, each one of the members has the opportunity to perform a significant duty, generating a contagious force, passing on to the organization, helping to achieve the desired mission and goals.
To better describe what the Servant Leadership Theory seeks, I added a quote from W. Edwards Deming, an American professor and consultant, "The most valuable currency of any organization is the initiative and creativity of its members. Every leader has the solemn moral responsibility to develop these to the maximum in all his people. This is the leader's highest priority.”
The standout strength of the servant leadership style is the contribution to the overall development of the employee. During the process, instead of forcing employees with organizational goals and deadlines, this leadership theory suggests a process of employee-self-teaching in which the employee learns about his capabilities – strengths, weaknesses, beliefs, values – engaging in a self learning process about their potential.
Because of their ability of seeing the big picture, the Servant Leader always seeks to look at the good qualities in others, showing empathy and forgiveness. This helps to create strong ties between both parts.
The Servant Leadership focuses on ethical and social issues, developing a value-based management. During this leadership process, employees play an important role in decision-making processes while being empowered to act, which is translated in a form of democratic leadership. This value-based leadership helps businesses succeed in environments where these values are emphasized.
On the other hand, the theory also presents weaknesses. The Servant Leadership Theory has often been accused of not being suitable to a competitive environment. This happens mostly due to the theory being inappropriate to certain situations.
One of the main aspects of the leadership is to align an individuals’ goals with those of the organization. The Servant Leadership Theory is characterized by focusing primarily on the individual’s needs, with organizational goals performed through inspiration. This way can result in conflict because issues related to individual-organization goals are not met.
Further analysis of the Servant Leadership Theory suggest that individual goals and values conflict with organizational goals and values, resulting in unfulfilled organizational goals due to the lack of urgency and attention those goals require. Therefore this leadership style is best applied when the whole organization is committed to the same concept and possesses the same core skills and behaviors
http://www.leadersdirect.com/servant-leadership
• Listening;
• Empathy;
• Healing Relationships;
• Awareness;
• Persuasion;
• Conceptualization;
• Foresight;
• Stewarsdship;
• Comiitment to Human Resource Development;
• Commitment to building community.
Organizational development has had a major contribution to this theory as the servant leader stays away from demanding from his/ her subordinates. Instead, the servant leader acts as a leader who empowers his/ her subordinates, therefore inspiring them to succeed at their duties.
The structure of the servant leadership greatly emphasizes teamwork in which each of the members plays different roles based on their level of expertise rather than the team members’ title. This way, each one of the members has the opportunity to perform a significant duty, generating a contagious force, passing on to the organization, helping to achieve the desired mission and goals.
To better describe what the Servant Leadership Theory seeks, I added a quote from W. Edwards Deming, an American professor and consultant, "The most valuable currency of any organization is the initiative and creativity of its members. Every leader has the solemn moral responsibility to develop these to the maximum in all his people. This is the leader's highest priority.”
The standout strength of the servant leadership style is the contribution to the overall development of the employee. During the process, instead of forcing employees with organizational goals and deadlines, this leadership theory suggests a process of employee-self-teaching in which the employee learns about his capabilities – strengths, weaknesses, beliefs, values – engaging in a self learning process about their potential.
Because of their ability of seeing the big picture, the Servant Leader always seeks to look at the good qualities in others, showing empathy and forgiveness. This helps to create strong ties between both parts.
The Servant Leadership focuses on ethical and social issues, developing a value-based management. During this leadership process, employees play an important role in decision-making processes while being empowered to act, which is translated in a form of democratic leadership. This value-based leadership helps businesses succeed in environments where these values are emphasized.
On the other hand, the theory also presents weaknesses. The Servant Leadership Theory has often been accused of not being suitable to a competitive environment. This happens mostly due to the theory being inappropriate to certain situations.
One of the main aspects of the leadership is to align an individuals’ goals with those of the organization. The Servant Leadership Theory is characterized by focusing primarily on the individual’s needs, with organizational goals performed through inspiration. This way can result in conflict because issues related to individual-organization goals are not met.
Further analysis of the Servant Leadership Theory suggest that individual goals and values conflict with organizational goals and values, resulting in unfulfilled organizational goals due to the lack of urgency and attention those goals require. Therefore this leadership style is best applied when the whole organization is committed to the same concept and possesses the same core skills and behaviors
http://www.leadersdirect.com/servant-leadership
3/12/11
Transformational Leadership
James McGregor Burns was one of the first theorists to take a philosophical approach to the notion of leadership. He described the process of transformational leadership as one that changes and transforms individuals, while frequently incorporating a charismatic and visionary leadership style. This type of leadership encourages followers to go beyond their expectations and shoot for goals they once thought were unattainable. By taking this attitude, leaders are raising the levels of morality in their subordinates as well as their own.
Burns stated that transformational leadership “occurs when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality.” By a way of interaction, transformational leadership creates a two-way learning process from which both leaders and followers benefit from, resulting in a progression of the morality and motivation of the individuals.
Remember the Titans:
Slideshow:
Burns stated that transformational leadership “occurs when one or more persons engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality.” By a way of interaction, transformational leadership creates a two-way learning process from which both leaders and followers benefit from, resulting in a progression of the morality and motivation of the individuals.
Remember the Titans:
Slideshow:
3/5/11
Blanchard's Situational Leadership Model
Blanchard's
Situational Leadership Theory developed assumes that leaders should adapt their strategies according to the maturity levels of their subordinates. There are four leadership styles, S1 – S4, and four development levels, D1 – D4. There is a match between the leadership styles and the development levels. The theory suggests that leaders should put less or greater emphasis on the task/relationship according to the development level of the individual.
The leader must be careful in selecting the leadership style because a mismatch could cause a destructive situation for the relationship as people’s need vary depending on their maturity level.
Situational Leadership Theory developed assumes that leaders should adapt their strategies according to the maturity levels of their subordinates. There are four leadership styles, S1 – S4, and four development levels, D1 – D4. There is a match between the leadership styles and the development levels. The theory suggests that leaders should put less or greater emphasis on the task/relationship according to the development level of the individual.
The leader must be careful in selecting the leadership style because a mismatch could cause a destructive situation for the relationship as people’s need vary depending on their maturity level.
Situational VS Contingency
Situational Theory
The Situational Leadership theory was created by Kenneth Blanchard and Paul Hersey. This theory suggests that one should use not only his/her management style, but also, manage according to the situation, hence the name, Situational theory. The maturity levels of the employees needs to be kept in mind while using this theory. The four leadership styles associated with this theory are classified as:
1. high task-low relationship (telling);
2. high task-high relationship (selling);
3. low task-high relationship (participating);
4. low task-low relationship (delegating).
Task behavior relates to telling people what to do, how to do it, when to do it, and where to do it, all while indicating very low relationship between parts. Relationship behavior resembles a two-way communication in which both parts actively participate, giving feedback, encouragement and coaching.
The theory suggests that the readiness or maturity of a person is key when deciding which style to used. By readiness or maturity, the theory refers to the levels of confidence, ability and willingness of that person or group.
This theory identifies the maturity level of the follower, which it categorizes as:
M1. They generally lack the specific skills required for the job in hand and are unable and unwilling to do or to take responsibility for this job or task.
M2. They are still unable to take on responsibility for the task being done; however, they are willing to work at the task.
M3. They are experienced and able to do the task but lack the confidence to take on responsibility.
M4. They are experienced at the task, and comfortable with their own ability to do it well. They are able and willing to not only do the task, but to take responsibility for the task.
To describe a situation in which the situational theory is applied, the example of a surgeon in the operating room provides a quick explanation. The surgeon is an expert in surgery and in leading the team, but according to the condition of the patient, he/she will have to make quick decisions depending on the condition of the patient.
Fiedler’s Contingency Theory
Fred Fiedler argued that the leader’s effectiveness resulted from the interaction of leadership style and situational favorableness. The theory describes two types of leaders: those who accomplish by developing good relationships with the group, and those who concentrate primarily on the task. Fiedler defended that there are no ideal leaders, stating that both leaders can be effective as long as the orientation fits the situation.
In a workplace, this could be exemplified by a management team that is constantly trying to adapt to the new team members. The inability for the management team to adapt to the new staff will result in a higher turnover rate, which means a need for a change.
The Situational Leadership theory was created by Kenneth Blanchard and Paul Hersey. This theory suggests that one should use not only his/her management style, but also, manage according to the situation, hence the name, Situational theory. The maturity levels of the employees needs to be kept in mind while using this theory. The four leadership styles associated with this theory are classified as:
1. high task-low relationship (telling);
2. high task-high relationship (selling);
3. low task-high relationship (participating);
4. low task-low relationship (delegating).
Task behavior relates to telling people what to do, how to do it, when to do it, and where to do it, all while indicating very low relationship between parts. Relationship behavior resembles a two-way communication in which both parts actively participate, giving feedback, encouragement and coaching.
The theory suggests that the readiness or maturity of a person is key when deciding which style to used. By readiness or maturity, the theory refers to the levels of confidence, ability and willingness of that person or group.
This theory identifies the maturity level of the follower, which it categorizes as:
M1. They generally lack the specific skills required for the job in hand and are unable and unwilling to do or to take responsibility for this job or task.
M2. They are still unable to take on responsibility for the task being done; however, they are willing to work at the task.
M3. They are experienced and able to do the task but lack the confidence to take on responsibility.
M4. They are experienced at the task, and comfortable with their own ability to do it well. They are able and willing to not only do the task, but to take responsibility for the task.
To describe a situation in which the situational theory is applied, the example of a surgeon in the operating room provides a quick explanation. The surgeon is an expert in surgery and in leading the team, but according to the condition of the patient, he/she will have to make quick decisions depending on the condition of the patient.
Fiedler’s Contingency Theory
Fred Fiedler argued that the leader’s effectiveness resulted from the interaction of leadership style and situational favorableness. The theory describes two types of leaders: those who accomplish by developing good relationships with the group, and those who concentrate primarily on the task. Fiedler defended that there are no ideal leaders, stating that both leaders can be effective as long as the orientation fits the situation.
In a workplace, this could be exemplified by a management team that is constantly trying to adapt to the new team members. The inability for the management team to adapt to the new staff will result in a higher turnover rate, which means a need for a change.
Who’s Similar and who’s not?!
After reading my classmates’ blogs, I found that the person that came closer in his archetypes was Shilo. He scored the highest on Lover and Sage, and lowest on Destroyer and Orphan. This explains the reason why we have several thoughts in common, which I realized after reading his blog more thoroughly. I have taken classes with Shilo in the past and worked in group projects with him and we got along pretty well, so to find out this similarities on our archetypes doesn’t surprise me.
This one took a while to find, but after a good amount of time reviewing other people’s blogs, I found that Dan is having an absolute blast with the whole blogging thing. I mean he has a post for almost every day, and come on, that Old School Hit of the Day is hilarious. I think its great he is putting that much enthusiasm on it. And this is where we differ the most. I don’t think there are completely different opinions, so I decided to pick on Dan’s blog because it seemed to be totally different than mine, and he worked hard to make his blog so funny. I think though, if you don’t follow it or spend a good amount at a time reading it gets pretty confusing. Keep up the good work mateyyyyy!
This one took a while to find, but after a good amount of time reviewing other people’s blogs, I found that Dan is having an absolute blast with the whole blogging thing. I mean he has a post for almost every day, and come on, that Old School Hit of the Day is hilarious. I think its great he is putting that much enthusiasm on it. And this is where we differ the most. I don’t think there are completely different opinions, so I decided to pick on Dan’s blog because it seemed to be totally different than mine, and he worked hard to make his blog so funny. I think though, if you don’t follow it or spend a good amount at a time reading it gets pretty confusing. Keep up the good work mateyyyyy!
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