This document discusses servant leadership through the lenses of several leadership experts. It begins by outlining Robert Greenleaf's history and definition of servant leadership. It then examines Larry Spears' 10 characteristics of servant leaders, Patterson's 7 virtuous constructs, and Page and Wong's 7 factors of servant leadership. The document delves into each of the 7 factors identified by Page and Wong: humility, serving others, courageous leadership, visionary leadership, empowering others, participatory leadership, and inspirational leadership. For each factor, qualities and behaviors associated with that aspect of servant leadership are described.
Servant Leadership is a cornerstone principle of the Solstice culture. When engrained and celebrated in a business it creates a collaborative, dynamic environment that people love to be a part of. This is a presentation I recently gave to our staff on the qualities of a Servant Leader. I wanted to share it with the broader business community. Enjoy and would love to hear any additional insights in the comments below.
This is a deck presented for the Air National Guard with the goal of developing more reflective style of leadership; values-based leadership from the inside out.
While there are many different definitions of strategic leadership, we define it as the ability to influence others in your organization to voluntarily make day-to-day decisions that lead to the organization's long-term growth and survival, and maintain its short-term financial health.
Servant Leadership is a cornerstone principle of the Solstice culture. When engrained and celebrated in a business it creates a collaborative, dynamic environment that people love to be a part of. This is a presentation I recently gave to our staff on the qualities of a Servant Leader. I wanted to share it with the broader business community. Enjoy and would love to hear any additional insights in the comments below.
This is a deck presented for the Air National Guard with the goal of developing more reflective style of leadership; values-based leadership from the inside out.
While there are many different definitions of strategic leadership, we define it as the ability to influence others in your organization to voluntarily make day-to-day decisions that lead to the organization's long-term growth and survival, and maintain its short-term financial health.
TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIPSantosh Meka
The Brief idea about the Transactional Leadership and Transformational Leadership.
Difference between them and component and implications of this style model.
strategic leadership is the ability,( as well as the wisdom), to make consequential decisions about ends, strategy, and tactics. . . . It marries management with leadership, and strategic intent with tactics and actions
These slides will take you through the Resolve Professional Services vision of leadership fundamentals and equip you with the understanding necessary to inspire your teams.
"One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment."
— Robert E. Quinn
Context from my textbook. Picture are too large to upload. So I ty.docxdonnajames55
Context from my textbook. Picture are too large to upload. So I typed it.
Ten characteristics of a servant leader
1. Listening. Communication between leaders and followers is an interactive process that includes sending and receiving messages. Servant leaders communicate by listening first. They recognize that listening is a learned discipline that involves hearing and being receptive to what others have to say. Through listening, servant leaders acknowledge the viewpoint of followers and validate these perspectives.
2. Empathy. Attempting to see the world from that person’s point of view. Empathetic servant leaders demonstrate that they truly understand what followers are thinking and feeling. When a servant leader shows empathy, it is confirming and validating for the follower. It makes the follower feel unique.
3. Healing. Servant leaders care about the personal well-being of their followers. They support followers by helping them overcome personal problems.
4. Awareness. It includes understanding oneself and the impact one has on others. With awareness, servant leaders are able to step aside and view themselves and their own perspectives in the greater context of the situation.
5. Persuasion. Persuasion is clear and persistent communication that convinces others to change.
6. Conceptualization. Refers to an individual’s ability to be a visionary for an organization, providing a clear sense if its goals and direction. Goes beyond day-to day operational thinking to focus on the “big picture.” Conceptualization also equips servant leaders to respond to complex organizational problems in creative ways, enabling them to deal with the intricacies of the organization in relationship to its long-term goals.
7. Foresight. Foresight encompasses a servant leader’s ability to know the future. It is an ability to predict what is coming based on what is occurring in the present and what has happened in the past.
8. Stewardship. Is about taking responsibility for the leadership role entrusted to the leader. Servant leaders accept the responsibility to carefully manage the people and organization they have been given to lead.
9. Commitment to the growth of people. Servant leaders are committed to helping each person in the organization grow personally and professionally. Commitment can take many forms, including providing followers with opportunities for career development, helping them develop new work skills, taking a personal interest in their ideas, and involving them in decision making.
10. Building community. A community is a collection of individuals who have shared interests and pursuits and feel a sense of unity and relatedness. Community allows followers to identify with something greater than themselves that they value. Servant leaders build community to provide a place where people can feel safe and connected with others, but are still allowed to express their won individuality.
These behaviors are influenced by context and culture.
TRANSACTIONAL AND TRANSFORMATIONAL LEADERSHIPSantosh Meka
The Brief idea about the Transactional Leadership and Transformational Leadership.
Difference between them and component and implications of this style model.
strategic leadership is the ability,( as well as the wisdom), to make consequential decisions about ends, strategy, and tactics. . . . It marries management with leadership, and strategic intent with tactics and actions
These slides will take you through the Resolve Professional Services vision of leadership fundamentals and equip you with the understanding necessary to inspire your teams.
"One key to successful leadership is continuous personal change. Personal change is a reflection of our inner growth and empowerment."
— Robert E. Quinn
Context from my textbook. Picture are too large to upload. So I ty.docxdonnajames55
Context from my textbook. Picture are too large to upload. So I typed it.
Ten characteristics of a servant leader
1. Listening. Communication between leaders and followers is an interactive process that includes sending and receiving messages. Servant leaders communicate by listening first. They recognize that listening is a learned discipline that involves hearing and being receptive to what others have to say. Through listening, servant leaders acknowledge the viewpoint of followers and validate these perspectives.
2. Empathy. Attempting to see the world from that person’s point of view. Empathetic servant leaders demonstrate that they truly understand what followers are thinking and feeling. When a servant leader shows empathy, it is confirming and validating for the follower. It makes the follower feel unique.
3. Healing. Servant leaders care about the personal well-being of their followers. They support followers by helping them overcome personal problems.
4. Awareness. It includes understanding oneself and the impact one has on others. With awareness, servant leaders are able to step aside and view themselves and their own perspectives in the greater context of the situation.
5. Persuasion. Persuasion is clear and persistent communication that convinces others to change.
6. Conceptualization. Refers to an individual’s ability to be a visionary for an organization, providing a clear sense if its goals and direction. Goes beyond day-to day operational thinking to focus on the “big picture.” Conceptualization also equips servant leaders to respond to complex organizational problems in creative ways, enabling them to deal with the intricacies of the organization in relationship to its long-term goals.
7. Foresight. Foresight encompasses a servant leader’s ability to know the future. It is an ability to predict what is coming based on what is occurring in the present and what has happened in the past.
8. Stewardship. Is about taking responsibility for the leadership role entrusted to the leader. Servant leaders accept the responsibility to carefully manage the people and organization they have been given to lead.
9. Commitment to the growth of people. Servant leaders are committed to helping each person in the organization grow personally and professionally. Commitment can take many forms, including providing followers with opportunities for career development, helping them develop new work skills, taking a personal interest in their ideas, and involving them in decision making.
10. Building community. A community is a collection of individuals who have shared interests and pursuits and feel a sense of unity and relatedness. Community allows followers to identify with something greater than themselves that they value. Servant leaders build community to provide a place where people can feel safe and connected with others, but are still allowed to express their won individuality.
These behaviors are influenced by context and culture.
The Leadership Challenge NotesLeadership is a relationship be.docxarnoldmeredith47041
The Leadership Challenge Notes
“Leadership is a relationship between leaders and followers. A more complete picture of leadership develops when you understand what people look for in someone they would willingly follow” (Kouzes and Posner 2017, p. xiii).
PART 1. WHAT LEADERS DO AND WHAT CONSTITUENTS EXPECT
Chapter 1. The Five Practices of Exemplary Leadership.
Using the stories of two people who each took advantage of an opportunity to lead their organization to excellence, the authors introduce their leadership model, The Five Practices of Exemplary Leadership.
The Five Practices
Ordinary people who guide others along pioneering journeys follow similar paths, marked by common patterns of action. When getting extraordinary things done in organizations, leaders engage in Five Practices that are available to anyone who accepts the leadership challenge:
Model the Way
Inspire a Shared Vision
Challenge the Practice
Enable Others to Act
Encourage the Heart
This model has stood the test of time—research confirms that it’s just as relevant now as when Kouzes and Posner first began their investigation.
Leadership is a Relationship
Leadership is a relationship between those who aspire to lead and those who choose to follow. Success in leadership, business and life is a function of how well people work and play together, and success in leading depends on the capacity to build and sustain the human relationships that enable people to extraordinary things done
Ten Commitments of Leadership
The behaviors that serve as the basis for learning to lead are embedded in The Five Practices:
Model the Way
Find your voice by clarifying your personal values
Set the example by aligning actions with shared values
Inspire a Shared Vision
Envision the future by imagining exciting and ennobling possibilities.
Enlist others in a common vision by appealing to shared aspirations.
Challenge the Process
Search for opportunities by seeking innovative ways to change, grow, and improve.
Experiment and take risks by constantly generating small wins and learning from mistakes.
Enable Others to Act
Foster collaboration by promoting cooperative goals and building trust.
Strengthen others by sharing power and discretion.
Encourage the Heart
Recognize contributions by showing appreciation for individual excellence.
Celebrate the values and victories by creating a spirit of community.
Chapter 2. Credibility is the Foundation of Leadership
The authors discuss the research into the four qualities that people believe are essential to exemplary leadership, on which all great leadership is built.
What People Look for and Admire in Their Leaders
Over a period of more than 20 years, the authors asked more than 75,000 people around the globe what values they most looked for and admired in a leader, someone “whose direction they would willingly follow.”
Only four out of 20 qualities have continuously receiv.
Thoughts on leadership
"Leadershipisafunctionofknowingyourself,havingavisionthatiswellcommunicated,buildingtrustamongcolleagues,andtakingeffectiveactiontorealizeyourownleadershippotential."
Prof. Warren Bennis
What is leadership?
What is leadership?
“Leadershipismobilizingtheactionsandeffortsofotherstoachievecommongoals.”
GO AND DO IT!
LET’S DO IT!
Leader
Manager
1.
The manager is an administrator.
2.
Managers react to change.
3.
the managers create strategies.
4.
Drives Team Members
5.
Managers try to be heroes.
6.
Managers take credit.
7.
A manager questions in how and when.
8.
Managers exercise power over people.
1.
The leader is an innovator.
2.
Leaders create change.
3.
Leaders give solutions
4.
Coaches Team Members.
5.
Leaders make heroes of everyone around them.
6.
Leaders take responsibility.
7.
A leader asks questions about what and why.
8.
Leaders develop power withpeople.
•
Autocratic leadership style
•
Paternalistic leadership style
•
Democratic leadership style
•
Laissez-faire leadership style
•
Transactional leadership style
•
Transformational leadership style
•
Situational Leadership style
Types of leadership style
•
AcommonbeliefofmanyAutocraticleadersisthatfollowersrequiredirectsupervisionatalltimesorelsetheywouldnotoperateeffectively.
•
Autocraticleadershipstyleworkswelliftheleaderiscompetentandknowledgeableenoughtodecideabouteachandeverything.
•
Autocraticisconsideredoneofthemosteffectiveleadershipstylesincasethereissomeemergencyandquickdecisionsneedtobetaken.
Autocratic leadership style
ThewayaPaternalisticleaderworksisbyactingasafatherfigurebytakingcareoftheirsubordinatesasaparentwould.
Inthisstyleofleadershiptheleadersuppliescompleteconcernforhisfollowersorworkers.
Inreturnhereceivesthecompletetrustandloyaltyofhispeople.Therelationshipbetweentheseco-workersandleaderareextremelysolid.
Theworkersareexpectedtostaywithacompanyforalongerperiodoftimebecauseoftheloyaltyandtrust.
Paternalistic leadership Style
Thedemocraticleadershipstyleconsistsoftheleadersharingthedecision-makingabilitieswithgroupmembersbypromotingtheinterestsofthegroupmembersandbypracticingsocialequality.
Thisstyleofleadershipencompassesdiscussion,debateandsharingofideasandencouragementofpeopletofeelgoodabouttheirinvolvement.
Insituationswhererolesareunclearortimeisoftheessence,democraticleadershipcanleadtocommunicationfailuresanduncompletedprojects.
Democraticleadershipworksbestinsituationswheregroupmembersareskilledandeagertosharetheirknowledge.
Democratic leadership style
Laissez-faireleadership,alsoknownasdelegateleadership,isatypeofleadershipstyleinwhichleadersarehands-offandallowgroupmemberstomakethedecisions.
Laissez-faireleadersallowfollowerstohavecompletefreedomtomakedecisionsconcerningthecompletionoftheirwork.
Itallowsfollowersahighdegreeofautonomyandself-rule,whileatthesametimeofferingguidanceandsupportwhenrequested.
Laissez-faire leadership style
Inthiskindofleadership,aclearchainofcommandisestablished.Theleadermotivateshissubordinatesbypresentingthem
This is about how to be a true and responsible leader in serving.
This will help you be a good leader for the people will accept you are their respected leader.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
Read| The latest issue of The Challenger is here! We are thrilled to announce that our school paper has qualified for the NATIONAL SCHOOLS PRESS CONFERENCE (NSPC) 2024. Thank you for your unwavering support and trust. Dive into the stories that made us stand out!
Palestine last event orientationfvgnh .pptxRaedMohamed3
An EFL lesson about the current events in Palestine. It is intended to be for intermediate students who wish to increase their listening skills through a short lesson in power point.
Ethnobotany and Ethnopharmacology:
Ethnobotany in herbal drug evaluation,
Impact of Ethnobotany in traditional medicine,
New development in herbals,
Bio-prospecting tools for drug discovery,
Role of Ethnopharmacology in drug evaluation,
Reverse Pharmacology.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
2. History of Servant Leadership Theory
Robert K. Greenleaf (The Father of Modern Servant Leadership)
Greenleaf is widely recognized as the one who coined the term, servant leadership.
Greenleaf spent 40 years at AT&T as a manager of research, development and
education. Upon retirement, Greenleaf spent the next 25 years in a pursuit of
creating a better, more caring society. Greenleaf remarked that he had great concern
for leadership in America, “the outlook for better leadership in our leadership-poor
society is not encouraging.” Greenleaf founded the Center for Applied Ethics in 1964
which was renamed the Robert K. Greenleaf Center in 1985 (www.greenleaf.org)
Greenleaf stated in his 1970 ground-breaking essay for servant leadership entitled,
The Servant as Leader, “The servant-leader is servant first…It begins with the
natural feeling that one wants to serve, to serve first. Then conscious choice brings
one to aspire to lead.” Blanchard (1999) agreed with Greenleaf that servant leaders
are first servants before they become leaders when he stated, “Strong natural
servants…will assume leadership only if they see it as a way in which they can
serve.”
Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power and greatness. New York: Paulist Press.
Blanchard, K. (1999). The heart of a leader. Colorado Springs, CO: Honor Books.
3. Ten Characteristics of Servant Leadership
Spears (1996)
1. Listening – Servant leaders’ communication skills are enhanced through a
deep commitment to listening intently to the followers. Servant leaders seek
to identify and clarify the will of the group. Receptive listening and reflection
are essential to the growth of a servant leader.
2. Empathy – Servant leaders strive to understand and empathize with others.
They accept and recognize followers for their unique spirits; and they assume
others have good intentions, even if they disagree with behavior or
performance.
3. Healing – Servant leaders are adept at healing others as well as themselves.
They help make others whole by facilitating the healing of broken spirits.
Servant leaders share with followers the search for wholeness.
4. Awareness – Servant leaders exhibit a general awareness of what is
happening in the organization. They possess a keen sense of self-awareness
and an understanding of issues involving ethics and values. Servant leaders
are often described as disturbers and awakeners.
5. Persuasion – Servant leaders employ persuasion rather than position
authority when making decisions within the organization. They prefer to
convince rather than coerce followers. Servant leaders are very effective with
building consensus within the group.
4. 6. Conceptualization – Servant leaders do not deal only with short-term goals
and thinking. They are able to stretch their thinking to encompass broader-
based conceptual thinking. Servant leaders can nurture the abilities of others
to “dream great dreams” and to think beyond day-to-day realities.
7. Foresight – Servant leaders are capable of understanding lessons from the
past, seeing the realities of the present, and predicting likely consequences
of decisions. They are adept at intuitive thinking.
8. Stewardship – Servant leaders are dedicated to holding their institutions in
trust for the greater good of society. They are committed to serving the needs
of others.
9. Commitment to the Growth of People – Servant leaders believe in the
intrinsic value of people beyond their tangible contributions as workers. They
feel responsible for nurturing the personal, professional and spiritual growth
of employees.
10. Building Community – Servant leaders are dedicated to rebuilding the
sense of community that has been lost with the shift to large institutions.
5. Seven Virtuous Constructs of Servant Leadership
Patterson (2003)
Patterson, K. A. (2003). Servant leadership: A theoretical model. Servant Leadership Roundtable. Regent University School
of Leadership Studies, Virginia Beach, VA.
1. Agapao Love – Love is the cornerstone of the servant leader-follower relationship. Servant leaders see
followers as whole persons with different gifts and talents. They are able to focus on followers first, then
on their talents and how those talents benefit the organization.
2. Humility – Servant leaders are able to keep their accomplishments and talents in perspective. They
focus on others rather than themselves. Servant leaders have an authentic desire to help others, and
they search for ways to serve others through staying in touch with their followers.
3. Altruism – Servant leaders help others just for the sake of helping. They have an unselfish concern for
others which often involves personal sacrifice. Servant leaders’ behaviors are directed toward the
benefit of others even when those behaviors are against their own personal interests.
4. Vision – Servant leaders have a vision for their individual followers. They help others to see the big
picture by enabling them to develop a clear sense of purpose and direction. Servant leaders develop
within others the mission to serve and encourage followers to become more than they thought possible.
5. Trust – Servant leaders develop trust through demonstrating integrity and concern for others. They
create open environments where everyone has a voice and they work collaboratively.
6. Empowerment – Servant leaders empower others with the best interest of those being served in mind.
They teach and develop people as leaders through shared decision-making and shared responsibility.
Servant leaders make it a priority to grow new servant leaders.
7. Service – Servant leaders choose the interests of others over self-interests. They see leadership as a
calling - a life mission. Servant leaders accept the responsibility for serving others; and they are
committed to an authentic, personal involvement with followers through the giving or their time, energy,
care, and compassion.
7. Spears’ 10 Characteristics of
Servant Leaders (1996)
Patterson’s 7 Virtuous
Constructs of Servant
Leadership (2003)
Page & Wong’s 7 Factors of
Servant Leadership (2003)
Commitment to Growth of People Empowerment Empowering and Developing
Others
Empathy Humility Vulnerability/Humility
Healing
Stewardship
Agapao Love
Service
Serving Others
Listening
Building Community
Open, Participatory Leadership
Conceptualization
Foresight
Vision Visionary Leadership
Awareness Altruism Courageous Leadership
(Integrity/Authenticity)
Persuasion Trust Inspiring Leadership
8. Seven Factors of Servant
Leadership
Personal Character
1. Humility
2. Serving Others
3. Courageous Leadership (Integrity)
4. Visionary Leadership
Interaction with Others
5. Empowering and Developing Others
6. Open, Participatory Leadership
7. Inspirational Leadership
9. Humility
“Who am I?” Self-reflection as a tool for
personal growth
Humble Character
Providing a role model of Humble Leadership
Absence of ego, jealousy, and self-promotion
Putting needs of others first
Team membership (walk and talk)
Elevating and praising others
Mentoring others in humility and self-reflection
10. Humility
Vulnerability - Risks and rewards of an open,
humble leadership style
Tenderhearted Leadership
Tenderhearted mercy (fair and caring)
Kindness (considerate toward others)
Humility (one of the team)
Gentleness (peaceful, calm, soft-spoken)
Patience (self-control)
11. Serving Others
Personal Mission of Serving Others
Servant role and attitude – Master vs. Servant
Leadership
Living and articulating a personal mission of service
Mission as a motivator and stress reliever
Nurturing Others
Healing Others – Making People “Whole”
Listening and empathy
Understanding others’ situations
Accepting others’ unique gifts and spirits
12. Serving Others
Stewardship – Accountability to the
Community
Holding an institution in trust for the greater good of
society
Active service in the community
Making Service-minded Decisions
Sacrifice
Living a life of giving to others
Balancing personal and professional life
13. Courageous Leadership
Integrity
Examining one’s integrity – values, beliefs, and guiding
principles
“Character is made in the small moments of our lives.” Phillips Brooks
Actions of high integrity leaders – taking the high road
Integrity killers
Authenticity
Genuine leadership
Admitting to mistakes and asking forgiveness
14. Courageous Leadership
Awareness
Self-awareness and awareness of others
Building a purposeful reputation
Understanding issues involving ethical dilemmas
How Fear Affects Leaders and Organizations
15. Visionary Leadership
Conceptualization
Seeing the big picture and dreaming great dreams
Reflecting on the organization beyond day-to-day
issues
Foresight
Leader intuition
Using lessons from the past and realities of the
present to predict consequences of decisions for the
future
Vision
Providing direction and purpose for
people/organization
Articulating personal vision
Creating a shared vision and buy-in from the team
Navigating an organization through shared vision
16. Empowering and
Developing Others
Connecting with Others
Getting to know and understand one another on a personal
level
Getting to know and understand one another on a
professional level
Building long-lasting relationships
Commitment to the Growth of Others
Making a commitment to grow others
How to help others grow
Maxwell’s Enlarging Process
See potential
Cast a vision for their future
Tap into their passions
Address their character flaws
Focus on their strengths
17. Empowering and
Developing Others
Professional and Personal Development
Focusing on the needs of those in the organization -
personal, professional, and spiritual
Learning for continuous improvement
Fighting isolation
Creating professional learning communities
Growing New Leaders
Providing a model for servant leadership
Mentoring new leaders
Delegating
Matching abilities and interests to tasks
Sharing power
18. Open, Participatory Leadership
Effective Communications in an Organization
Listening
Listening to individuals
Listening to the will of the group
Promoting kindness, trust, honesty, and openness in all
interactions
Setting high standards for self and others
Promoting vital conversations in organizations
Dealing with confrontations
Visibility and Accessibility
Building Cooperative and Collegial Teams
Shared decision-making and shared power
Trust building
Building positive culture
19. Inspiring Leadership
Influencing Others
Persuasion vs. position authority
Becoming a leader of influence
Getting others to embrace the vision and mission
Getting the Best from Others
What makes a leader inspiring
Visionary Leadership + Courageous Leadership = Inspiring Leadership
“Power is created when individuals perceive that their leaders are honorable, so they trust
them, are inspired by them, believe deeply in the goals communicated by them, and desire
to be led.” Stephen Covey, Principle-Centered Leadership
Connecting with, believing in, and motivating people
Optimism
Celebrating