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1 Servant Leadership Chapter 10 Northouse, Leadership 8e. © SAGE Publications, 2019. Overview Servant Leadership Description Servant Leadership Defined Historical Basis of Servant Leadership Ten Characteristics of Servant Leadership Building a Theory About Servant Leadership 3 Northouse, Leadership 8e. © SAGE Publications, 2019. 3 Overview Building a Model of Servant Leadership How Does Servant Leadership Work? Strengths and Criticisms Application 4 Northouse, Leadership 8e. © SAGE Publications, 2019. Servant Leadership Description Servant Leadership--is a paradox: both service and influence Interest in Servant Leadership Most scholarship has been prescriptive, until recently Past 10 years have clarified the concept and its assumptions Focuses on leadership from the point of view of the leader and his/her behaviors Servant leaders put followers first 5 Northouse, Leadership 8e. © SAGE Publications, 2019.

5 Servant Leadership Defined Greenleaf Definition: “Servant leadership begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. . . . The difference manifests itself in the care taken by the servant--first to make sure that other people’s highest priority needs are being served. The best test . . . is: do those served grow as persons; do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become a servant? And, what is the effect on the least privileged in society; will they benefit, or, at least, will they not be further deprived?†Sometimes treated as a trait, but viewed as a behavior in this chapter 6 Northouse, Leadership 8e. © SAGE Publications, 2019.

6 Historical Basis of Servant Leadership Greenleaf Center for Servant Leadership Advocating for building consensus in groups rather than using coercive leadership Inspired by Hesse’s novel, Journey to the East, where the travelers discovered the true leader of their group was the servant Leaders have a social responsibility for the “have-nots†Leaders shift authority to those who are being led 7 Northouse, Leadership 8e. © SAGE Publications, 2019. Characteristics of a Servant Leader (Spears, 2002) Listening--acknowledging the viewpoint of followers and validating these perspectives. Empathy--“standing in the shoes†of another person and attempting to see the world from that person’s point of view.

Healing--in helping followers become whole, servant leaders are themselves healed. Awareness--understanding oneself and the impact one has on others. 8 Northouse, Leadership 8e. © SAGE Publications, 2019. Characteristics of a Servant Leader (Spears, . Persuasion--creates change through gentle, nonjudgmental argument.

6. Conceptualization--the ability to be a visionary for an organization. 7. Foresight--the ability to predict what is coming based on what is occurring in the present and what has happened in the past. 9 Northouse, Leadership 8e. © SAGE Publications, 2019.

10 Characteristics of a Servant Leader (Spears, . Stewardship--carefully managing the people and organization one has been given to lead. Holding the organization in trust for the greater good of society. 9. Commitment to the Growth of People--treating each follower as a unique person with intrinsic value beyond what he/she contributes to the organization.

10. Building Community--allowing followers to identify with something greater than themselves that they value. 10 Northouse, Leadership 8e. © SAGE Publications, 2019. Building a Theory about Servant Leadership Greenleaf’s leadership approach--loosely defined characteristics and normative principles Servant leadership adopted as guiding philosophy in many organizations Recent models of SL developed using multiple variables Russell and Stone (2002) Patterson (2003) Coetzer et al. ( Northouse, Leadership 8e. © SAGE Publications, 2019. Building a Theory About Servant Leadership 12 Northouse, Leadership 8e. © SAGE Publications, 2019.

Table 10.1: Key Characteristics of Servant Leadership 12 Building a Theory About Servant Leadership 13 Northouse, Leadership 8e. © SAGE Publications, 2019. Figure 10.1: Model of Servant Leadership 13 Model of Servant Leadership (Liden et al., 2008) Antecedent Conditions (3) Context and culture Organizational context Dimensions of culture (e.g., power distance) Leader attributes Traits interact with ability to engage in servant leadership (moral development, emotional intelligence, agreeableness, humility) Follower receptivity Some subordinates do not want to work with servant leaders When matched with followers who desire it, servant leadership has a positive impact on performance and organizational citizenship behavior 14 Northouse, Leadership 8e. © SAGE Publications, 2019.

14 Model of Servant Leadership (Liden et al., 2008) Servant Leader Behaviors (7) Conceptualizing Thorough understanding of the organization For example, senior nursing supervisor in emergency room Emotional healing Recognizing others’ problems and taking the time to address them For example, Hospice priest on Chicago’s south side Putting followers first For example, widely published health education professor 15 Northouse, Leadership 8e. © SAGE Publications, 2019. Model of Servant Leadership (Liden et al., 2008) Helping followers grow and succeed Knowing followers’ professional or personal goals For example, high school music teacher Behaving ethically Doing the right thing in the right way For example, CEO and leaked document from rival company Empowering Allowing followers the freedom to be independent, make decisions on their own, and be self-sufficient For example, college professor with TAs 16 Northouse, Leadership 8e. © SAGE Publications, 2019.

Model of Servant Leadership (Liden et al., 2008) Creating value for the community Intentionally giving back to the community Encouraging followers to volunteer for community service For example, principal of alternative high school 17 Northouse, Leadership 8e. © SAGE Publications, 2019. Model of Servant Leadership (Liden et al., 2008) Outcomes (3) Follower performance and growth Recognizing followers’ contributions and helping them realize their human potential Favorable impact on subordinate in-role performance (identification with organization, adaptability, proactivity, service climate, reduced turnover, organizational citizenship) Followers themselves may become servant leaders Organizational performance Positive relationship between servant leadership and OCB Team effectiveness enhanced by increasing members’ shared confidence that they could be effective Societal impact For example, Mother Teresa and Sisters of Charity For example, Southwest Airlines 18 Northouse, Leadership 8e. © SAGE Publications, 2019.

How Does SL Work? SL is different from many other leadership theories. It is concerned with putting followers first and the outcomes that are likely to emerge. SL works best when leaders are altruistic and have a strong motivation to help others. It is important for followers to be receptive to this style of leadership.

SL results in community and societal change. 19 Northouse, Leadership 8e. © SAGE Publications, 2019. Strengths Makes altruism the central component of the leadership process. Provides a counterintuitive approach to the use of influence. Leaders should share control.

SL is not a panacea. It may not be effective when subordinates are not open to being guided, supported, and empowered. Research has resulted in a sound measure of SL--the SLQ. 20 Northouse, Leadership 8e. © SAGE Publications, 2019. 20 Criticisms Because the name appears contradictory, SL may be seen as whimsical, or not really “leadership.†Researchers are unable to reach consensus on a common definition or theoretical framework for SL.

The prescriptive overtone suggests that good leaders “put others first,†which conflicts with other principles of leadership such as directing, concern for production, and so on. It can also sound moralistic, which may deter some researchers. Conceptualizing is not unique to servant leaders. It is unclear why it is included in this model. 21 Northouse, Leadership 8e. © SAGE Publications, 2019.

21 Application SL can be applied at all levels of management and in all types of organizations. SL has been used extensively in a variety of organizations for more than 30 years. Organizations should be careful to select employees who (a) are interested in building long-term relationships with followers and (b) have strong ethics. SL is taught at many colleges and universities and is used by numerous independent coaches, trainers, and consultants. 22 Northouse, Leadership 8e. © SAGE Publications, 2019.

Authentic Leadership Chapter 9 Northouse, Leadership 8e. © SAGE Publications, 2019. Overview Authentic Leadership Description Authentic Leadership Defined Approaches to Authentic Leadership Practical Theoretical How Does Authentic Leadership Theory Work? Northouse, Leadership 8e. © SAGE Publications, 2019. Authentic Leadership Description Authentic Leadership--focuses on whether leadership is genuine Interest in Authentic Leadership Increasing in recent times due to social upheavals People longing for trustworthy leaders Identified earlier in transformational leadership research but not studied separately Needed evidence-based research of construct 4 Northouse, Leadership 8e. © SAGE Publications, 2019.

4 Authentic Leadership Defined Intrapersonal Definition: Leadership based on self-concept and how self-concept relates to actions (Shamir & Eilam, 2005) Relies on the life story of the leader Three Authentic Leadership Characteristics: ALs exhibit genuine leadership ALs lead from conviction ALs are originals, not copies 5 Northouse, Leadership 8e. © SAGE Publications, 2019. 5 Authentic Leadership Defined Interpersonal Definition: Leadership is created by leaders and followers together (Eagly, 2005). It is a reciprocal process because leaders affect followers and followers affect leaders. 6 Northouse, Leadership 8e. © SAGE Publications, 2019. Authentic Leadership Defined Developmental Definition: Leadership can be nurtured and developed over a lifetime (Avolio & Gardner, 2005) Can be triggered by major life events Leader behavior is grounded in positive psychological qualities and strong ethics Four authentic leadership components: Self-awareness Internalized moral perspective Balanced processing Relational transparency 7 Northouse, Leadership 8e. © SAGE Publications, 2019.

7 Practical Approaches to Authentic Leadership Bill George (2003, 2007) Leader characteristic model Leaders have genuine desire to serve others Five characteristics of authentic leaders Understand their purpose Strong values Trusting relationships Self-discipline Act from the heart (mission) 8 Northouse, Leadership 8e. © SAGE Publications, 2019. 8 Practical Approaches to Authentic Leadership 9 Northouse, Leadership 8e. © SAGE Publications, 2019. Figure 9.1: Authentic Leadership Characteristics 9 Theoretical Approaches to Authentic Leadership Recent Research Spurred By Leadership summit publications (2005) Social upheaval and desire for leadership that serves the common good Need to explore meaning of authentic leadership and create theoretical framework Need to define the construct of authentic leadership 10 Northouse, Leadership 8e. © SAGE Publications, 2019.

10 Definition of Authentic Leadership “A pattern that draws upon and promotes both positive psychological capacities and a positive ethical climate, to foster greater self-awareness, an internalized moral perspective, balanced processing of information, and relational transparency on the part of leaders working with followers, fostering positive self-development.†-Walumbwa, Avolio, Gardner, Wernsing, and Peterson ( Northouse, Leadership 8e. © SAGE Publications, 2019. 11 Basic Model of Authentic Leadership Four Components Self-awareness Reflecting on one’s core values, identity, emotions, motives Being aware of and trusting one’s own feelings Internalized moral perspective Self-regulatory process using internal moral standards to guide behavior Balanced processing Ability to analyze information objectively and explore other people’s opinions before making a decision Relational transparency Being open and honest in presenting one’s true self to others 12 Northouse, Leadership 8e. © SAGE Publications, 2019.

12 Factors That Influence Authentic Leadership Positive psychological capacities Confidence Hope Optimism Resilience Moral Reasoning Capacities Deciding right and wrong Promoting justice, greater good of the organization or community 13 Northouse, Leadership 8e. © SAGE Publications, 2019. 13 Factors That Influence Authentic Leadership Critical Life Events Positive or negative Act as a catalyst for change People attach insights to their life experiences When people tell life stories they gain clarity about who they are Stimulate personal growth 14 Northouse, Leadership 8e. © SAGE Publications, 2019. How Does Authentic Leadership Theory Work? Strengths Criticisms Application Northouse, Leadership 8e. © SAGE Publications, 2019.

How Does Authentic Leadership Theory Work? AL is a complex, developmental process The practical approaches are prescriptive: George (2003)--Five characteristics leaders need to be authentic Theoretical approach describes what accounts for AL: Four attributes Attributes developed over lifetime, often through critical events Effects on followers: AL correlates with employee thriving, creativity, hope, optimism, trust, and engagement 16 Northouse, Leadership 8e. © SAGE Publications, 2019. Strengths Fulfills society’s expressed need for trustworthy leadership. Fills a void in an uncertain world. Provides broad guidelines for those who want to become authentic leaders.

Both practical and theoretical approaches provide a map. Like transformational and servant leadership, AL has an explicit moral dimension; focus on collective good. Unlike traits that only some people exhibit, everyone can learn to be more authentic. Can be measured using an established instrument (ALQ). 17 Northouse, Leadership 8e. © SAGE Publications, 2019.

17 Criticisms The theory is still in the formative stages, so some concepts in the practical approaches are not fully developed or substantiated. The moral component of AL is not fully explained. It’s unclear how higher values such as justice inform authentic leadership. The rationale for including positive psychological capacities as a part of AL has not been clearly explained by researchers. New research is needed to determine if AL works well with Millennial generation.

The link between authentic leadership and positive organizational outcomes is unclear. It is also not clear whether AL is sufficient to achieve organizational goals. 18 Northouse, Leadership 8e. © SAGE Publications, 2019. 18 Application People have the capacity to become authentic leaders. It is a lifelong learning process.

Human resource departments may be able to foster authentic leadership behaviors in employees who move into leadership positions. Leaders are always trying to do the “right†thing, to be honest with themselves and others, and to work for the common good. Leaders are shaped by critical life events that lead to growth and greater authenticity. 19 Northouse, Leadership 8e. © SAGE Publications, 2019. 19

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Introduction

The concept of Servant Leadership has gained momentum in recent years, becoming a significant focus in leadership studies and practices. As outlined in Northouse's "Leadership: Theory and Practice," the paradigm presents a model of leadership that prioritizes serving others before determining one's ability to lead effectively (Northouse, 2019). This essay seeks to explore the foundational definitions, historical basis, character traits, strengths, criticisms, and applications of Servant Leadership while offering a balanced perspective on its significance in today’s organizational contexts.

Definition of Servant Leadership

Robert K. Greenleaf, who first coined the term in 1970, defines Servant Leadership as a philosophy where the primary goal of the leader is to serve others. Greenleaf articulated that effective leaders should prioritize the needs of their followers, thus fostering personal growth and well-being among them (Greenleaf & Spears, 2002). This is a departure from traditional leadership models which often emphasize hierarchical structures and the exercise of authority.
One of the hallmark characteristics of Servant Leadership is the notion of altruism. In contrast to conventional leadership approaches where power dynamics often define relationships, Servant Leadership promotes a symbiotic relationship between leader and follower based on mutual respect and obligation. Servant leaders consciously choose to put the needs of their followers first, which can result in healthier, more autonomous individuals who are more likely to become future service-oriented leaders themselves (Northouse, 2019).

Historical Basis of Servant Leadership

The roots of Servant Leadership can be traced back to ancient philosophies, such as the teachings of Confucius and the practices of early religious figures who emphasized humility and service (Greenleaf & Spears, 2002). The modern interpretation gained traction through the work of Greenleaf and the subsequent scholarship that has emerged over the last fifty years. His ideas were initially inspired by Hermann Hesse’s novel "Journey to the East," where the protagonist realizes that the true leader of a group is a servant who facilitates and nurtures others (Northouse, 2019).

Characteristics of a Servant Leader

According to Spears (2002), there are ten primary characteristics that define Servant Leaders:
1. Listening: Acknowledging and validating the perspectives of followers.
2. Empathy: Understanding and sharing the feelings of others.
3. Healing: Promoting wholeness and reconciliation among team members.
4. Awareness: Self-awareness and understanding the impact one has on others.
5. Persuasion: The ability to create change through non-judgmental arguments.
6. Conceptualization: The leader's ability to envision the future of the organization.
7. Foresight: Predicting outcomes based on current and past events.
8. Stewardship: Providing ethical guidance to the organization and its members.
9. Commitment to the Growth of People: Investing in the personal and professional growth of followers.
10. Building Community: Promoting collaboration and fostering a sense of belonging among individuals.
Together, these traits depict a leadership style that is inherently people-centered and ethically grounded, focusing on communal well-being (Northouse, 2019).

Strengths and Criticisms

The strengths of Servant Leadership lie primarily in its altruistic nature. Research shows that it can foster an environment conducive to performance improvement and organizational citizenship behavior (Liden et al., 2008). Another key strength is its counterintuitive approach that challenges conventional leadership by advocating for shared control and collaboration instead of authority-driven environments. Studies have highlighted how organizations that cultivate Servant Leadership experience lower turnover rates and enhanced team effectiveness (Northouse, 2019).
However, Servant Leadership is not without its criticisms. Some argue that its paradoxical title may diminish its credibility as a legitimate leadership model. Critics also point out the lack of consensus on a comprehensive definition or theoretical framework, which can hinder its academic acceptance and application (Northouse, 2019). There’s a potential disconnect between the idealistic principles of Servant Leadership and the practical realities faced in many corporate settings, where results and productivity are often prioritized over employee welfare (Russell & Stone, 2002).

Application of Servant Leadership

Servant Leadership can be integrated into various organizational levels and types. Companies like Southwest Airlines and Starbucks have effectively demonstrated these principles by building cultures centered on employee satisfaction and community involvement (Bill George, 2007). Leadership development programs in many educational institutions explicitly promote Servant Leadership principles, preparing the next generation of leaders to be more relational and ethical (Northouse, 2019).
Moreover, implementing Servant Leadership necessitates that organizations attract individuals who possess a strong ethical foundation and are genuinely interested in building long-term relationships with their followers (Patterson, 2003). It's essential to cultivate a receptive environment where followers are motivated to embrace this leadership style.

Conclusion

In conclusion, Servant Leadership offers a transformative approach to leadership that emphasizes serving others above exercising authority. As articulated in Northouse's work, its principles are increasingly relevant in today's society, which is longing for trustworthy and ethically grounded leaders. Despite the criticisms it faces regarding its definition and practical application, its tenets have proved effective in enhancing employee performance and fostering community engagement. Through a commitment to understanding and serving the needs of others, Servant Leadership can pave the way for healthier organizations and societies at large.

References

1. Bill George. (2007). True North: Discover Your Authentic Leadership. Jossey-Bass.
2. Greenleaf, R. K., & Spears, L. C. (2002). Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness. Paulist Press.
3. Liden, R. C., Wayne, S. J., Zhao, H., & Henderson, D. J. (2008). Servant Leadership: Development of a Multidimensional Measure and Multi-level Assessment. The Leadership Quarterly, 19(2), 161-177.
4. Northouse, P. G. (2019). Leadership: Theory and Practice (8th ed.). Sage Publications.
5. Patterson, K. A. (2003). Servant Leadership: A Theoretical Model. Servant Leadership Roundtable.
6. Russell, R. F., & Stone, G. A. (2002). A Review of Servant Leadership Attributes: Developing a Practical Model. Leadership & Organization Development Journal, 23(3), 145-157.
7. Spears, L. C. (2002). Tracing the Past, Present, and Future of Servant Leadership. In Focus on Leadership: Servant-Leadership for the Twenty-First Century (pp. 1-10). Wiley.
8. Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic Leadership: Development and Validation of a Scale. Journal of Management, 34(1), 89-126.
9. Eagly, A. H. (2005). Achieving relational authenticity in leadership: The role of perceived leader genuineness. In The Leadership Quarterly.
10. Shamir, B., & Eilam, G. (2005). “What’s Your Story?”: A Life-Stories Approach to Authentic Leadership Development. The Leadership Quarterly, 16(3), 395-417.