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Servant leadership trends and impact on business
 

Servant leadership trends and impact on business

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  • Servant Leadership (SL) has been in the forefront of business theory for the past decade and yet has been little utilized to describe and analyze specific areas of the concerns of business today. Karakas (2007) explained that leadership in the 21st century must deal with problems of global uncertainty, chaos, innovation, change, dynamism, flux, speed, interconnectedness, and complexity therefore, the benefits of practicing servant leadership becomes a critical success factor in any business (Claiborne, 2010). This study will attempt to apply the theories of Servant Leadership to the concerns of outsourcing, internet-related business and the trends associated with the Baby Boomer generation.
  • Servant Leadership (SL) has been in the forefront of business theory for the past decade and yet has been little utilized to describe and analyze specific areas of the concerns of business today. Karakas (2007) explained that leadership in the 21st century must deal with problems of global uncertainty, chaos, innovation, change, dynamism, flux, speed, interconnectedness, and complexity therefore, the benefits of practicing servant leadership becomes a critical success factor in any business (Claiborne, 2010). This study will attempt to apply the theories of Servant Leadership to the concerns of outsourcing, internet-related business and the trends associated with the Baby Boomer generation.
  • The aim of this study was to examine Servant-Leaderships trends that have an impact on today’s business. Few studies describe the practice of servant leadership within businesses today. More recently, Hannigan (2008) conducted an investigation on servant leadership as a predictor of college performance in academic institutions caused by both faculty and administrator leaders. Given these opportunities of significant research, the need for this study was evident. This study also exposed the 10 characteristics of servant leadership. Spears (1995, 1998) listed, for example, 10 characteristics of a servant leader drawn from Greenleaf’s writings, and Contee-Borders’s (2003) case study confirmed these characteristics as being critical to servant leadership at the below table:
  • Relative vocabulary list.
  • Conclusion to course, lecture, et al.
  • An opportunity for questions and discussions.

Servant leadership trends and impact on business Servant leadership trends and impact on business Presentation Transcript

  • Clute instituteThe 2013 Key West International Academic Conference
  • Topics Introduction Key Trends Conclusion Purpose ofthe Study and Main issue background Characteristic Definition of Servant leadership Created by Dr. O. Guillaume
  • Introduction Servant Leadership (SL) has been in the forefront of Leadership in the business theory for years. 21st century must deal with problems of: Servant Leadership is in the mist of business today. This study will apply the theories of Servant Leadership to the Global uncertainty, chaos, innovation, change, dynamism, Servant leadership takes flux, speed, interconnectedness, and complexity concerns of outsourcing, internet-related business and the trends associated with the Baby Boomer generation. many forms, some outside corporate boardroom and office The benefits of practicing servant leadership becomes a critical success factor in any businessCreated by Dr. O. Guillaume
  • Purpose of the Study andBackground The aim of this study was to examine Servant-Leaderships trends that have an impact on today’s business. Few studies describe the practice of servant leadership within businesses today. Given these opportunities of significant research, the need for this study was evident. This study also exposed the 10 characteristics of servant leadership developed by Greenleaf and Spears.Created by Dr. O.Guillaume
  • Characteristic of Servant Leadership •servant leaders clarified a group by listening receptively to what is being Listening said •servant leaders strived to understand and empathize with others Empathy •:servant leaders had the potential for healing self and others Healing •servant leadership was strengthened by general awareness, and Awareness especially self-awareness •servant leaders relied upon persuasion, rather than positional authority, in Persuasion making decisions within an organization •servant leaders sought to nurture their abilities to dream numerousConceptualization dreams; •servant leaders could foresee the likely outcome of a situation in the future Foresight •servant leaders’ ultimate commitment was to serve the needs of others; Stewardship •servant leaders were deeply committed to the personal, professional, and Commitment spiritual growth of every individual within the institution; and •servant leaders sought to identify means of building community amongBuilding Community those who work within a given institution Created by Dr. O. Guillaume
  • Main Issues How businesses today influence How do business• 1- Outsourcing, trends perceive 2- Internet- servant leadership and servant leadership Related the selected factors? Business, 3- business trends? Baby Boomer The researchers What do servant Generationidentify seek to leaders observe and analyze the and practice with following three the selected major businesses business trends? trends Created by Dr. O. Guillaume
  • Key Trends- Outsourcing Trends Servant Internet-Related Business: Leadershi Technology p Trends Demographic Trends: Baby BoomersCreated by Dr. O. Guillaume
  • Outsourcing TrendsOutsourcing is one of the primary tools that companies keep to stay competitive that has become a financial leveragetool  Servant Leadership is then, today, and beyond  Business Process Outsourcing (BPO)  Knowledge Process Outsourcing (KPO)  Legal Process Outsourcing (LPO)  Cost and Service Focus on Solution (CSFS)  Servant Leaders Focus on Transformation (SLFT)  People-Based Outsourcing and Service (PBOS) Created by Dr. O. Guillaume
  • Internet-Related Business: TechnologyTrends Created by Dr. O. Guillaume
  • Demographic Trends: BabyBoomers The servant- The generational leaders approach Birth rate,The generational change and to business Ethnicity, Life People who want change and demographic should facilitate Expectancy, and The issue of a more complete demographic trends course will the baby Generational economic and view of their trends class help you get a boomers and, groups (such as political fabric of surrounding seeks to handle on the gen X, and Baby Boomers, our society environment, and demystify how underlying beyond to the Gen X and so the larger region. issues like; patterns of our service of the forth) changing world growing more population. Created by Dr. O. Guillaume
  • Conclusion The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn” (Starke, Christ-Based Leadership, 2005, p.11). The leader should understand the interaction between the organization’s operational practices and the results generated by those practices. The purpose of SL for future research is not to change how researchers currently approach the topic, but to offer alternatives to make research more effective. The goal is to provide new knowledge and offer alternative views to Servant Leadership trends. Because of all the outsourcing, many employees feel like they are not really part of an organization. Leaders of a company, organization or team, professional, or colleague, one of the best things we can do today is create the feeling of reciprocity between the organization and the individuals. Created by Dr. O. Guillaume
  • ReferencesAndersson, L.M., & Pearson, C.M. (1999). Tot for tat? The spiraling effect of incivility in the workplace. The Academy of Management Review, 24, 3, 452-471.Beazley, H. (2000) Leadership in an era of hyper change. The Business Journal Published, 23 (2) 7- 12Bekker, C. J. (2010). Prophet and Servant: Locating Robert K. Greenleaf’s Counter- Spirituality of Servant Leadership. Retrieved February 19, 2011 from http:www.regent.edu/acad/global/publications/jvl/Vol1/Bekker_Corne_Final.pdfBennis, W. G. (2006). The Drucker legacy. Leadership Excellence, 23(1), 15–16.Bredillet, C.N. (2006). The link research – practice: A matter of “ingenuim” (part 1). Project Management Journal, 34(4), pp. 3-4.Cash, K.C., & Gray, G.R.( 2000). A framework for accommodating religion and spirituality in the workplace. Academy of Management Executive, 14, 3, 124-134.Claiborne, R. (2010). Benefits of practicing servant leadership. Helium, Inc. Retrieved from http://www.helium.com/items/1879687-benefits-of-practicing-servant-leadershipGartner Outsourcing & Vendor Management Summit (2009). London, UK: Retrieved from www.gartner.com/us/outsourcingGreen, D. (2008). Knowledge management for a postmodern workforce: Rethinking leadership styles in the public sector. Journal of Strategic Leadership, 1 (1), 16-24.Greenleaf, R. K. (1977). Servant leadership: A Journey into the nature of legitimate power and greatness. Mahwah, NJ. Paulist press Created by Dr. O. Guillaume
  • ReferencesGreenleaf, R. K. (1978, November). The leadership crisis: A message for college and university faculty. Humanitas: Journal of the Institute of Man, 14, 3. Pittsburg, PA: Dusquesne University Press.Hankin, H. (2005). The new workforce: Five sweeping trends that will shape your company’s future. New York, NY: Hankin.Hopen, D. (2002). Guiding corporate behavior: A leadership obligation not a choice. Journal for Quality & Participation, 25(4), p. 15-19.Knickman, J. R. and Snell, E. K. (2002). The 2030 Problem: Caring for Aging Baby Boomers. Health Service Researcht; 37(4): 849–884 Retrieved from http://www.ncbi.nlm.nih.gov/pmc/articles/PMC1464018/Karakas, F. (2007). A portrait of the leader in the twenty-first century. Leadership in action, 26(6), 23-24. Retrieved from Academic Search Premier database.Lamy, P. (2006). Human Globalization. International Trade Forum. Issue 1. pp. 5, 6.Leighton Holdings (2007). Leighton 07 - sustained by our values, Sydney: Leighton Holdings.National Realtor Association (2009, November) NAR Survey Shows First-Time Home Buyers Set Record in Past Year. Retrieved from http://www.realtor.org/press_room/news_releases/2009/11/survey_recordNorthouse, P. (2010). Leadership theory and practice. Thousand Oaks, CA: Sage Publications.Research. Leadership Quarterly, 9(1), 85-105Pfeffer, J., & Veigs, J.F. (1999). Putting people first for organizational success. Academy of Management Executive, 13, 2, 37-48.Podolny J.M. (2009) The Buck Stops (and Starts) at Business School Harvard Business Review South Asia June 2009. 4(6) p.p.O. Created by Dr. 50-55. Guillaume
  • ReferencesShank, G. (2002). Qualitative Research. A Personal Skills Aproach. New Jersey: Merrill PrenticeHall.Spears, L., (2004). Practicing Servant-Leadership, Leader-to-Leader, 34, Fall 2004. 825. Retrieved from, from ProQuest database.Stark, D. (2005). Christ-based leadership: Applying the Bible and today’s best leadershipmodels to become an effective leader. Minneapolis, MN: Bethany House.Pauchant, Integral leadership: A research proposal. Journal of Organizational Change Management, 18, 211-229.Pfeffer, J., & Veigs, J.F. (1999). Putting people first for organizational success. Academy of Management Executive, 13, 2, 37-48.Smith -Trudeau, P. (2001). Veterans, Baby Boomers, Xers and Nexters: Understanding the Generational Differences in Nursing. Vermont Nursing Connection, 4(3), p.10.Spears, L. C. (1998). Introduction. In L. C. Spears (Ed.), The power of servant leadership. New York: John Willey and Sons Inc.Spears, L. (1995). Reflections on leadership. New York: John Wiley & Sons.Weston, M. (2001). Coaching generations in the workplace. Nursing Administration Quarterly, 25 (2), 11-21.Robbins, S. P. & T. A. Judge( 2007). Organizational behavior. Twelfth Ed. Prentice Hall of India Private Ltd.: New Delhi 110001. Created by Dr. O. Guillaume
  • Questions/Answers Created by Dr. O. Guillaume