Moscato jessica orld 500_ppt presentation_10-10


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Moscato jessica orld 500_ppt presentation_10-10

  1. 1. Servant Leadership and Team Performance Jessica Moscato Saint Louis University ORLD 500
  2. 2. Teams in Organizations Possible Advantages of Using Teams (Cooke, 2013) (Daft, 2010) Increased productivity and improved communications • Horizontal information sharing and coordination Assist in implementing change • Creating changing teams High quality decision-making • Coalition of managers Better use of resources Creative and efficient problem solving
  3. 3. Servant Leadership CEO Vice Presidents Middle Managers Supervisors Employees (Hunter, 1998) Employees Supervisors Middle Managers Vice Presidents CEO
  4. 4.  When working with people there are always two dynamics:  Task  Relationship  Servant Leaders:  Meet the needs of their people  Strengthen the bonds of respect, responsibility, and caring with those around them  Qualities of a Servant Leader:  Patience  Kindness  Humble  Respectful  Selfless  Forgiving  Honest  Committed (Hunter, 1998)
  5. 5. Team Performance Servant leaders possess skills to develop shared mental models  Assists in effective collaboration between team members  Team members gain more confidence in their ability to collaborate Servant leaders express the importance of personal integrity, honesty, & fairness to the team  Fosters authentic and problem-driven communication  Creates a spiritual climate (Ju & Liden, 2011)
  6. 6. Servant Leadership Style Enhancing Team Performance Uses servant leadership style Increased TRUST in the leader Enhanced team performance Affect-Based Trust emotional bond with leader Team Psychological Safety: “Shared belief that the team is a safe place for individual risk taking” (Simmons, 2011).  Open and active participation  Less fear of expressing ideas and concerns  Avoid groupthink (Daft, 2010, p. 510) (Schaubroeck, Lam, & Peng, 2011)
  7. 7. Goal Clarity: understanding team goals and individual roles. Process Clarity: understanding procedures for executing their roles as they work toward their goals. Servant Leadership and the Goal-Setting Process Goal Clarity Process Clarity Higher shared confidence in team’s capabilities **When servant leadership behaviors did NOT exist, the impact of goal clarity and process clarity on team confidence was non-existent or was negative. (Ju & Liden, 2011)
  8. 8. Absence of Trust • Unwilling to ask for help • Will not display their vulnerabilities Fear of Conflict • Without trust, members do not openly express opinions Lack of Commitment • Without conflict, member s have a difficult time committing to decisions Avoidance of Accountability • Without commitment to a plan, members are reluctant to call other out. Inattention to Results • Members put own needs ahead of team goals when not held accountable (Lencioni, 2006) Team Dysfunction
  9. 9. References Cooke, B. (2013). Lesson One: Why do we need a team? Iris Learning, (505)302.1626. Daft, R. A. (2010). Organizational theory & design (11th ed.). Mason, OH: South-Western, Cengage Learning. Hu, J., & Liden, R. C. (2011). Antecedents of team potency and team effectiveness: An examination of goal and process clarity and servant leadership. Journal Of Applied Psychology, 96(4), 851-862. doi:10.1037/a0022465 Hunter, J.C. (1998). The Servant: A simple story about the true essence of leadership. New York, NY: Crown Business Lencioni, P. (2006). Team Dysfunction. Leadership Excellence, 23(12), 6. Schaubroeck, J., Lam, S, Peng, A.C. (2011). Cognition-based and affect-based trust as mediators of leader influences on team performance. Journal of Applied Psychology, 26(4), 863-871. Simmons, B.L. (2011). Servant leadership, trust, and team performance. Retrieved from
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