Q 24 & 32


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Q 24 & 32

  1. 1. Prof. Dr. Abdul Moqim Rahmanzai
  2. 2. 2Nazzir Hussain Bin Haji Mydeen(814066)
  3. 3. Question 32:Describe the characteristicsof servant leadership byproviding examples for eachcharacteristic as it applies toschool.
  4. 4. Servant leadership is an ancientphilosophy and is both aleadership philosophy and set ofleadership practices. Whileservant leadership is a timelessconcept, the phrase “servantleadership” was coined byRobert K. Greenleaf in TheServant as Leader, an essaythat he first published in 1970.
  5. 5. Traditional leadership generallyinvolves the accumulation andexercise of power by one at the“top of the pyramid.” Bycomparison, the servant-leadershares power puts the needs ofothers first and helps peopledevelop and perform as highly aspossible.
  6. 6. Servant Leadership can be mostlikely associated with theparticipative leadership style.The highest priority of a servantleader is to encourage, supportand enable subordinates tounfold their full potential andabilities. This leads to anobligation to delegateresponsibility and engage inparticipative decision-making.
  7. 7. In the managerial grid model ofBlake and Mouton, theparticipative style of leadershipis presented as the approachwith the greatest possibleperformance and employeesatisfaction.
  8. 8. The servant leadership approachgoes beyond employee-relatedbehavior and calls for arethinking of the hierarchicalrelationship between leaders andsubordinates. The focus ofleadership responsibilities is thepromotion of performance andsatisfaction of employees.
  9. 9. Characteristics of being aservant leader that the Scholarsgenerally agree that are centralto the development of a servant-leader……
  10. 10. Characteristics of being aservant leader that the Scholarsgenerally agree that are centralto the development of a servant-leader……
  11. 11. Listening:A servant leader has to listenactively to subordinates andsupport them in decisionidentification. The servant leaderparticularly needs to pay attentionto what remains unspoken in themanagement setting. This meansrelying on his inner voice in orderto find out what the body, mind andspirit are communicating.
  12. 12. Empathy:A servant leader attempts tounderstand and empathize withothers. Workers are not onlyemployees, but are also people whodeserve respect, appreciation andspace for their personaldevelopment. Leadership is seen as aspecial type of human work, whichultimately generates a competitiveadvantage.
  13. 13. Healing:A great strength of a Servant Leader isthe ability for healing one’s self andothers. A servant leader tries to helppeople solve their problems andconflicts in relationships, because hewants to encourage and support thepersonal development of eachindividual. This leads to the formationof a business culture, in which theworking environment is dynamic, funand free of the fear of failure.
  14. 14. Awareness:A servant leader needs to gain generalawareness and especially self-awareness.He has the ability to view situations froma more integrated, holistic position. As aresult, he gets a better understandingabout ethics and values.
  15. 15. Persuasion:A Servant Leader does not takeadvantage of their power and status bycoercing compliance; they rather try toconvince those they manage. Thiselement distinguishes servant leadershipmost clearly from traditional,authoritarian models.
  16. 16. Conceptualization:A servant leader thinks beyond day-to-day realities. That means he has theability to see beyond the limits of theoperating business and also focuses onlong term operating goals. A Leaderconstructs a personal vision that onlyhe/she can develop by reflecting on themeaning of life. As a result, he/shederives specific goals andimplementation strategies.
  17. 17. Foresight:Foresight is the ability to foresee thelikely outcome of a situation. It enablesthe servant leader to learn about thepast and to achieve a betterunderstanding about the current reality.It also enables the servant leader toidentify consequences about the future.This characteristic is closely related toconceptualization.
  18. 18. Stewardship:CEOs, staffs and trustees have the task tohold their institution in trust for thegreater good of society. Servantleadership is seen as an obligation tohelp and serve others. Openness andpersuasion are more important thancontrol.
  19. 19. Commitment to the growth of people:A servant leader is convinced that people havean intrinsic value beyond their contributions asworkers. Therefore, they should nurture thepersonal, professional and spiritual growth ofemployees. For example, they spend money forthe personal and professional development ofthe people who make up their organization.The servant leader will also encourage theideas of everyone and involve workers indecision making.
  20. 20. Building community:A servant leader identifies means to build astrong community within his organization andwants to develop a true community amongbusinesses and institutions.
  21. 21. As a result it has to be emphasizedthat these 10 characteristics are byno means exhaustive. They shouldnot be interpreted as a certainmanner to behave and they do notrepresent the best method to gainaims. Rather every person shallreflect, if these characteristics canbe useful for his personaldevelopment.
  22. 22. 9Qualities of theServant Leader
  23. 23. Values diverse opinionsA servant leader values everyone’scontributions and regularly seeks outopinions. If you must parrot backthe leader’s opinion, you are not in aservant-led organization.
  24. 24. Cultivates a culture of trustPeople don’t meet at the watercooler to gossip. Pocket vetoeswhere instead of taking action tosupport an initiative, nothing isdone, killing it are rejected..
  25. 25. Develops other leaders.The replication factor is soimportant. It means teaching othersto lead, providing opportunities forgrowth and demonstrating byexample. That means the leader isnot always leading, but insteadgiving up power and deputizingothers to lead.
  26. 26. Helps people with life issues (notjust work issues).It’s important to offer opportunitiesfor personal development beyondthe job. Let’s say you run acompany program to lose weight, orlower personal debt, or a class onetiquette. None of these may helpan immediate corporate need, buteach may be important.
  27. 27. EncouragesThe hallmark of a servant leader isencouragement. And a true servantleader says, “Let’s go do it,” not,“You go do it.”
  28. 28. Sells instead of tellsA servant leader is the opposite of adictator. It’s a style all aboutpersuading, not commanding.
  29. 29. Thinks “you,” not “me.”There’s a selfless quality about aservant leader. Someone who isthinking only, “How does this benefitme?” is disqualified.
  30. 30. Thinks long-termA servant leader is thinking aboutthe next generation, the next leader,the next opportunity. That means atradeoff between what’s importanttoday versus tomorrow, and makingchoices to benefit the future.
  31. 31. Acts with humilityThe leader doesn’t wear a title as a wayto show who’s in charge, doesn’t thinkhe’s better than everyone else, and actsin a way to care for others. She may, infact, pick up the trash or clean up atable. Setting an example of service,the servant leader understands that it isnot about the leader, but about others.
  32. 32. Conclusion
  33. 33. The servant leadership philosophy andpractices have been expressed in manyways and applied in many contexts.Overall though, servant leadership isimportant for its holistic views ofcorporations, individuals andcommunities, and how to protect andencourage their well-being.
  34. 34. Servant leadership has many usefulconcepts that can be applied toorganizations to help them run moreeffectively and efficiently.Servant leadership steers clear of acentralized, command-and-control style,opting for a humanistic approach as amore effective way to manage theorganization.
  35. 35. In a school enviroment, a servant leaderwill be the one who is teacher ofteachers, who in turn will be a friend,confidante and sounding board to hissubordinates while all time keeps hissights on the objectives of theorganization.
  36. 36. Question 32:If you are a manager, how doyou identify your subordinateis experiencing anger andstress, what is the best wayfor you to overcome this?
  37. 37. When you have two or more peopleworking closely together, there are boundto be some tensions or discomfort whenegos, ideals or objectives collideThese collisions will undoubtedly lead toanger and stress, which could turn outdetrimental to the esprit de corp withinorganization.
  38. 38. Anger is a natural emotion that everyhuman experiences. Mild forms of humananger may include displeasure, irritationor dislike. When we react to frustration,criticism or a threat, we may becomeangry and usually this is a healthyresponse. Anger may be a secondaryresponse to feeling sad, lonely orfrightened.
  39. 39. When anger becomes a full-blown rageour judgment and thinking can becomeimpaired and we are more likely to doand say unreasonable and irrationalthings.The emotion of anger is neither good norbad. It’s perfectly healthy and normal tofeel angry when you’ve been mistreatedor wronged. The feeling isnt theproblem—its what you do with it thatmakes a difference. Anger becomes aproblem when it harms you or others.
  40. 40. Strictly anger is the external expressionof stress. But stress does not only containanger but also includes anxiety,nervousness and worry.When under stress there is a feeling of aneed to do something, to express oneselfin some way but it’s not the only way it’sexpressed. Other forms of self-expressioncan be more violent or dangerous.
  41. 41. Stress in the workplace can be assessedlike any other risk if the matter isapproached systematically. There areindicators which signal that danger isarising.Stress, having a variety of causes, has arange of symptoms. By recognizing thesesigns it can be identified.
  42. 42. Stress in the workplace can be assessedlike any other risk if the matter isapproached systematically. There areindicators which signal that danger isarising.Stress, having a variety of causes, has arange of symptoms. By recognizing thesesigns it can be identified.
  43. 43. Psychological signs Inability to concentrate or make simpledecisions Memory lapses Becoming rather vague Easily distracted Less intuitive & creative Worrying Negative thinking Depression & anxiety
  44. 44. Emotional signsTearful Irritable Mood swings Extra sensitive to criticism Defensive Feeling out of control Lack of motivation Angry Frustrated Lack of confidence Lack of self-esteem
  45. 45. Behavioral signs No time for relaxation or pleasurable activities Prone to accidents, forgetfulness Increased reliance on alcohol, smoking, caffeine,recreational or illegal drugs Becoming a workaholic Poor time management and/or poor standards ofwork Absenteeism Self-neglect/change in appearance Social withdrawal Relationship problems Insomnia or waking tired Reckless Aggressive/anger outbursts Nervous
  46. 46. Physical signs Aches/pains & muscle tension/grinding teeth Frequent colds/infections Allergies/rashes/skin irritations Constipation/diarrhea/ IBS Weight loss or gain Indigestion/heartburn/ulcers Hyperventilating/lump in the throat/pins & needles Dizziness/palpitations Panic attacks/nausea Physical tiredness Menstrual changes/loss of libido/sexual problems Heart problems/high blood pressure
  47. 47.  As well as taking steps to acknowledge andidentify stress, its also sensible to havemeasures in place to manage and control itwhen it does occur. An open door policy to hear employees’grievances would be a step in the rightdirection Always remember to separate personal andwork issues.
  48. 48.  Assess the situation and understand theemotions involved. Look at the bigger pictureand see where its coming from. The responsewill make or break the organization. Beingproactive is the better approach. Open communications to end up in a "win-win"situation for both parties. An effectivecommunication to find out the root of theproblem so as to attack the problems, not thepersons involved.
  49. 49.  Empower your employees. Empowering theemployee does not mean going against theworkplace policy. It simply means changing theway the employee sees him and looks at thebigger picture. Replacing negative things withpositive ones, as a workplace asset. Recognize that each individual has a differentway in dealing with stress. The key is eachemployee understands himself better. Practicegrace under pressure.
  50. 50.  Prevention is better than cure, encouraging ahealthy lifestyle among the members of theorganization to cope with the stresses andprevent more destructive aspects of it.
  51. 51. ConclusionStress and anger is commonplace in workenvironment. The only thing to be done is learnto cope and deal with the stresses involved. As aleader, our role is to provide a conduciveworking environment in which our subordinateswill be able work and grow professionally toachieve their full and optimum potential
  52. 52. Sekian,Terima Kasih