Servant-leadership

The leadership theories discussed in Chapter 8 were trait, behavioral (i.e., autocratic, democratic, and laissez-fare), situational or contingency-based, transactional, and transformational. The majority of these theories are transactional in nature however, transformational leadership is used more often to implement innovation and change within the profession and achievement of organizational goals (Bass, 1985). Building on Chapter 8, other leadership theories or styles used extensively in the health care industry are servant-leadership and strengths-based leadership. 

Servant-leadership is a term coined by Robert Greenleaf in 1970, and it has been studied and expanded on by other authors, such as Covey (1998), Autry (2001), and Martin (2002). It is based on the philosophy that an individuals first desire is to serve. Later, the individual makes a conscious decision to lead (Greenleaf, 2002). 

Autry JA. 2001. Servant Leadership, pp. 20-21. Roseville, CA Prima Publishing. 

Greenleaf RK. 2002. Servant-Leadership. New York Paulist Press. 

Spears L. 2003. Introduction Understanding the growing impact of servant-leadership. In Beazley H, Beggs J, Spears C (eds), The Servant-Leader Within A Transformative Path. Mahwah, NJ Paulist Press. 

Principles of Servant-Leadership. 2007. Available at www. butler.edu/studentlife/hampton/principles.htm accessed on November 15, 2007. 

Spears, Larry C. (ed.) Insights on Leadership Service, Stewardship, Spirit and Servant Leadership, John WUey and Sons, Inc., New York, 1998. 

The principal of East High School has aggressively anbraced servant leadership, a relatively new leadership style that attempts to up-end the pyramid. This means that rather than a top-down hierarchical model, a new model is presented where higher manbers in the organizational structure are present to serve those at Iowa levels by listening and implementing ideas they have to make the school function... 

Whereas just war theory has been regarded historically as being directed at only the very highest levels of political and military leadership, responsibility is increasingly being devolved to lower levels politicians in general, civil servants, officers and ordinary service people . 

To move vigorously from what is now essentially a technical society to a truly professional society sensitive to the engineer s responsibility to the public, and dedicated to a leadership role in making technology a true servant of man. ... 

The authors related this level to Bum s transformational leadership where one or more people influence one another and keep influencing higher levels of motivation. They also saw an alignment between their findings and Greenleaf s servant-leader. 

Greenleaf, R. K. (2007). The servant as leader. In R. P. Vecchio (Ed.), Leadership Understanding the dynamics of power and influence in organizations (pp. 407-415). Notre Dame University of Notre Dame Press. 

In servant, or follower-centered, leadership, leaders strive to serve others. They help others achieve their goals, thereby nurturing the follower with the vision of the leader. Their decisions consider their impact on the welfare of all. Servant leaders reach beyond their aspirations, placing the goals of the group above personal goals. The leader makes sure the followers have the resources necessary to accomplish their goals. 

The vast majority of the civil service employees who labor in the lower echelons of the agencies are conscientious and competent public servants who accomplish a great deal with very limited resources. When the leadership of government agencies placed laissez faire ideology over professionalism, however, the result was often incompetent government. The rampant incompetence of... 

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