LOS 352 - Servant Leadership Poster

1. RESEARCH POSTER PRESENTATION DESIGN © 2015
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Who was Theodore Roosevelt
EXAMPLES OF ROOSEVELT PRACTICING SERVANT LEADERSHIP
10 Characteristics of Servant Leadership
• Listening - Servant leaders listen to not only what
is being said, but what is not being said.
Morris, E. (1980). The Rise of Theodore Roosevelt. New York, NY, USA: Ballantine Books.
• I believe he was a man of the people
Servant Leader
1958-1919
Theodore Roosevelt
• He was the 26th President of the United States
• He was a noted author
publishing more than
30 books, 150,000
letters and countless
articles and columns
• As a child he was asthmatic, which limited his
activities but through sheer determination and
hard work he minimized the impact of his
respiratory ailment.
• He loved the
outdoors and spent
as much time as he
could observing and
exploring
• He served his
community, his state
and his country in a
variety of roles as her
earned the respect of
others.
• I believe through my limited study that he
was a man of uncompromising integrity
• In my opinion he was a man of great
confidence and vision of how things
should run within the community or
government he served
• Empathy - Servant leaders must understand ad
trust their co-workers. They must believe that there
workers were well intentioned despite the outcome
of there efforts
• Healing - Servant leaders must be capable of
taking themselves, a peer, an employee from what
they perceive as their lowest emotional point to
being a fulfilled productive member of the
community.
• Awareness - Servant leaders must be aware of
there surroundings. They enjoy the turbulence
surrounding their community and embrace the
ripples of transition as they move through the
organization.
• Persuasion - Servant leaders prefer to exercise the
art of persuasion to reach consensus or a objective
rather than direct authority.
• Conceptualization - Servant leader can see
“things” about their organization team from a
totally different perspective. While manageing the
day to day details, they see the sum of the whole.
• Stewardship - Servant leaders hold in the greatest
esteem the greatest resource of their organization.
Whether it be its people, its history or a physical
asset, it reveres the asset with respect and will
serve and protect it at all cost.
• Commitment to the growth of people - Servant
leaders are committed to the growth of people
within there community.
• Building Community - Servant leaders look to
build or strengthen a community, especially if one
is absent.
• Foresight - Servant leaders are aware of the past,
see the moment and project the future. A servant
leader sees each moment from a new point of the
past and the future. It is a looping video, with new
starting points and new lessons in each loop.
Greenleaf, R. K., Peck, M. S., Senge, P., McGee Cooper, A., Murray Bethel, S., & Kiechel III, W.
(1995). Reflections on Leadership: How Robert K. Greenleaf's theory of servant leadership
influenced today's top management thinkers. (L. Spears, Ed.) NY, NY, USA: John Wiley & Sons.
(Argentina)
(Chicago Review Press)
• Listening – During his time in Washington working as the civil service reform commissioner he
befriended a few colleagues who met regularly in the spirit of fun and intellectual discussion. It
is recorded that, “During the season of 1890, Roosevelt’s position in this “pleasant gang” as John
Hay liked to call it, was that of a junior member. He received more in the way of ideas or
entertainment then he could personally bestow (p.417).
• Persuasion – During his first term as Governor of New York, Roosevelt was at odds with one
Senator Platt, allegedly a corrupt individual. This excerpt from is personal writings is indicative
of his desire to persuade rather than you his direct authority.
“the worthy creatures never took the trouble to follow the sequence of facts and events
for themselves. If they had done so they would have seen that any series of breakfasts
with Platt always meant that I was going to do something that he did not like, and that I
was trying, courteously and frankly, to reconcile him to it. My object was to make it as easy
as possible for him to come with me... A series of breakfasts was always the prelude to
some act of warfare” (p.695).
• Awareness – During his first term as assemblymen in the New York State Legislature there was a
protracted period of gridlock to which Roosevelt poured his heart, soul and voice into breaking.
During a brief period away from the procedural battle, “it occurred to him, on the whole, the
situation was politically profitable. Since only the infighting of Tammany Hall and regular
Democrats prevented the election of the Speaker, nobody could blame the republicans for
holding up legislation. The longer the gridlock took, the better his party would look, and the
more likely its chances of winning a majority in the next election” (p.167).
• Stewardship - In January of 1888 Roosevelt, a committed outdoorsmen founded the Boone and
Crockett Club to which its members elected him president. “Not withstanding their devotion to
“manly sport with rifle”, would “ work for the preservation of the large game of this country
(p.385),… It should be noted that one of the group’s first success was the appointment of a
Committee on Parks that was instrumental in the creation of the National Zoo. During his time as
president, Roosevelt a created several national parks. Another little known fact was that he
summered in Maine on occasion around Eagle Lake.
“People don’t care how much you know until they know how
much you care.”
Theodore Roosevelt