2. The Leader as Servant
• Motivated to Serve
• Serving Styles
• “Leadership is a relationship, a process, or an
act of influence” (Burns, 1978; Northouse,
2004).
4. Mega Church Leadership
Transformational Leadership Model
– Ideal for High Instability and High Complexity
• “A relationship of mutual stimulation and
elevation that converts followers into leaders
and may convert leaders into moral agents”
JM Burns
5. Transformational Leadership
• More than Transactional by building on need
for value
• Change, Vision and Personality
– Idealized Influence
– Individual Consideration
– Intellectual Stimulation
– Inspirational Motivation
6. Servant Leadership
(The Style not Motivation)
• Ideal for Low Instability and Low complexity
• “Servant-Leadership is a practical philosophy
which supports people who choose to serve
first, and then lead as a way of expanding
service to individuals and institutions. Servant
leaders may or may not hold formal leadership
positions. Servant-leadership encourages
collaboration, trust, foresight, listening, and the
ethical use of power and empowerment.”
7. Six Fundamentals
• Value People
• Develop People
• Build Community
• Display Authenticity
• Provide Leadership
• Shared Leadership
8. Key Differences
Activity Transformational Servant
Focus Organization People
Vision Setting Direction Building Community
Relationship Example Personal Care
Communication Inspirational Inter Personal
Objective Alignment Community
Success Inspiring Best in People Developing Best in People
Position Change Agent Connector
The first is idealized influence, or Charisma which is the respect and admiration a leader gets from a follower, secondly is individualized consideration, the care a leader has for the individual followers needs and development. Next is intellectual stimulation, the extent to which followers are challenged with interesting and testing tasks and are encouraged by the leader to find their own solutions to problems. Finally inspirational motivation is the way the leader uses his vision and values to communicate expectations to followers and to gain their confidence.“[Transforming 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…”
Laub (as cited by Drury 2003) developed a functional definition of servant leaders and the servant led organization by outlining six fundamentals to servant leadership. He stated that servant leaders and servant led organizations firstly value people; they listen to people, serve their needs and places trust in them. Secondly they develop people by providing for learning, modelling behaviour and lifting them up through encouragement. The third fundamental activity of servant leaders is that they build community; they encourage strong relationships in collaborative work in a way that values people’s individual differences. Fourthly they display authenticity by being open and accountable in order to promote integrity and trust and allow for people to learn from each other. Fifthly servant leaders provide leadership by establishing a vision of the future and taking initiative through clarified objectives. The last fundamental is that in servant led organizations leaders share leadership through creating shared vision, sharing decision making power, and sharing renown and benefits throughout all levels of the organization.
1.Listening. Servant leaders reinforce the important leadership skills of communication and decision making with listening intently to others. Servant leaders desire to know the will of the group and then to help them clarify it. They listen carefully to what is being said and not said within the group and also listening to ones own inner voice. Listening and reflection is vital to the development of the servant leader.2.Empathy. The servant-leader desires to understand others and to show them empathy, they recognize and value the uniqueness and special qualities of each person. They accept the good intentions of colleagues and even in the face of inadequate performance or inapropriatebehavior will not reject the person.3.Healing. Healing is a very powerful force for transformation. Servant-leadership has great potential for the healing of the brokeness that many people carry due to emotional hurts. Servant-leaders recognize the opportunities they have to become whole themselves and to help others become whole. 4.Awareness. All round awareness and in paricular self-awareness brings great strength to the servant-leader. Through awareness all manner of issues, concerning ethics and values can be discovered, by it most situations may be viewed from a more holistic position. 5.Persuasion. The servant-leader moves away from positional authority in making decisions but rather relies on persuasion, he chooses to rather than coerce cooperation, to obtain agreement by convincing others. The servant-leader is very effective in building consensus within teams.6.Conceptualization. While most managers are primarily focused on day to day affairs and desire to achieve short term operational objectives, servant-leaders seek to develop a greater ability to dream big. They conceptualize what the future can be and help others see it while still attending to the day to day issues.7.Foresight. This intuitive ability is about being able to see the likely outcomes of a particular situation. Servant-leaders know where they and their teams have come from, where they are now and the probable future that results from decisions. 8.Stewardship. Servant-leaders understand that they are stewards of their organizations on behalf of others and of society at large. Servant-leaders aim to serve the needs of others first and therefore they stand in their positions with openess and conviction rather than control.9.Commitment to the growth of people. Because servant-leaders see the intrinsic value of people that goes further than just theemployees value as a worker they are deeply committed to the personal, spiritual and spiritual growth of each employee.10.Building Community. Servant-leaders seek to build community within the large organizations that has in many cases replaced the local community in shaping peoples lives. They seek to provide holistically to people with what they have lost with the changes of urbanization and globilization.
Murray, Poole, & Jones (2006, p. 299) held that the transformational leaders is fundamentally focused on the organization while servant leaders are focused on the service of others. They also agreed that the servant leaders sense of stewardship and care for others is the point of departure away from transformational leadership and added that servant leaders grant their followers an extraordinary sense of freedom to exercise their own abilities. Stone et al. (2004) felt that the key difference between these two leadership styles is the focus of the leader. They stated that while both share in a concern for the follower, the servant leader is principally focused on service to their followers. The transformational leaders principle concern on the other hand is on getting followers to engage in and support organizational goals and activities. Lowder (2009) also pointed out that transformational leaders have a stronger emphasis on the intellectual stimulation and the enhancing of the innovation and creativity of followers but that servant leaders emphasize developing the personal potential and personal growth of followers.
Murray, Poole, & Jones (2006, p. 299) held that the transformational leaders is fundamentally focused on the organization while servant leaders are focused on the service of others. They also agreed that the servant leaders sense of stewardship and care for others is the point of departure away from transformational leadership and added that servant leaders grant their followers an extraordinary sense of freedom to exercise their own abilities. Stone et al. (2004) felt that the key difference between these two leadership styles is the focus of the leader. They stated that while both share in a concern for the follower, the servant leader is principally focused on service to their followers. The transformational leaders principle concern on the other hand is on getting followers to engage in and support organizational goals and activities. Lowder (2009) also pointed out that transformational leaders have a stronger emphasis on the intellectual stimulation and the enhancing of the innovation and creativity of followers but that servant leaders emphasize developing the personal potential and personal growth of followers.
