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The Principles of Servant Leadership
In Student Life
Ashland University
Servant Leadership HouseDr. Dan Lawson
Who is this Guy?
Dr. Dan Lawson
Dean of Religious Life,
Ashland University
What’s happening today?
• The origin of servant leadership theory– Greenleaf
– The Bible
• Current studies in servant leadership
• What are we doing at Ashland University?
Robert Greenleaf
• The Servant as Leader – 1970
• Servant leadership: A journey into the nature of legitimate power and greatness – 1977
• Journey to the East - 1956
Greenleaf 1904 – 1990
Hesse 1877-1962
The Ten Characteristics
• Listening
• Empathy
• Healing
• Awareness
• Persuasion
• Conceptualization
• Foresight
• Stewardship
• Commitment to the growth of people
• Building community
Listening
• the servant-leader will reinforce these skills by a deep commitment to listen intently to others. He or she seeks to listen receptively to what is being said (and not said!)
Spears, L. C. (2003). Introduction: Understanding the growing impact of servant-leadership. In The servant-leader within: A transformative path (pp. 13-28). New York: Paulist Press.
Empathy
•People need to be accepted and recognized for their special and unique spirit.
Spears, L. C. (2003). Introduction: Understanding the growing impact of servant-leadership. In The servant-leader within: A transformative path (pp. 13-28). New York: Paulist Press.
HealingHealingservant-leaders recognize servant-leaders recognize that they have an that they have an opportunity to opportunity to help make help make whole those with whom whole those with whom they come into contactthey come into contact
Spears, L. C. (2003). Introduction: Understanding the growing impact of Spears, L. C. (2003). Introduction: Understanding the growing impact of servant-leadership. In servant-leadership. In The servant-leader within: A transformative pathThe servant-leader within: A transformative path (pp. 13-28). New York: Paulist Press. (pp. 13-28). New York: Paulist Press.
AwarenessAwareness
Awareness helps one in Awareness helps one in understanding issues understanding issues involving involving ethicsethics, , powerpower, , and and valuesvalues..
Spears, L. C. (2003). Introduction: Understanding the growing impact Spears, L. C. (2003). Introduction: Understanding the growing impact of servant-leadership. In of servant-leadership. In The servant-leader within: A The servant-leader within: A transformative pathtransformative path (pp. 13-28). New York: Paulist Press. (pp. 13-28). New York: Paulist Press.
Persuasion
• The servant leader seeks to convince others rather than coerce compliance.
Spears, L. C. (2003). Introduction: Understanding the growing impact of servant-leadership. In The servant-leader within: A transformative path (pp. 13-28). New York: Paulist Press.
Conceptualization
• Dream great dreams and think beyond the day-to-day realities.– Keep a journal– Find a mentor– Vision quest
Spears, L. C. (2003). Introduction: Understanding the growing impact of servant-leadership. In The servant-leader within: A transformative path (pp. 13-28). New York: Paulist Press.
Foresight
• lessons from the past, the realities of the present, and consequence of a decision for the future
Spears, L. C. (2003). Introduction: Understanding the growing impact of servant-leadership. In The servant-leader within: A transformative path (pp. 13-28). New York: Paulist Press.
Stewardship
• “holding something in trust for another.”
Commitment to the growth of people
• people have intrinsic value
Spears, L. C. (2003). Introduction: Understanding the growing impact of servant-leadership. In The servant-leader within: A transformative path (pp. 13-28). New York: Paulist Press.
Building Community
• true community can be createdSpears, L. C. (2003). Introduction: Understanding the growing impact of servant-leadership. In The servant-leader within: A transformative path (pp. 13-28). New York: Paulist Press.
Where did servant leadership really get started?
• whoever wants to become great among you must be your servant, and whoever wants to be first must be your slave (Matthew 20:26,27)
Sendjaya, S., & Sarros, J. C. (2002). Servant Leadership: Its origins, development and application in organizations. Journal of Leadership and Organizational Studies, 9(2), pp. 57-64.
Other examples of servant-leadership
Max De Pree
1.I serve because I’m the leader.
2.I am the leader because I serve
Servant first• Servant-leaders see themselves as a
servant first. (Greenleaf, 1997)
• The stewardship of the people they lead is a critical characteristic of a servant-leader.
Block, P. (1993). Stewardship: Choosing service over self-interest. San Francisco: Berrett Koehler.
Jesus was deeply secure in his identityFord, L. (1991). Transforming leadership: Jesus' way of creating vision, shaping values, and empowering change. Downers Grove, IL: InterVarsity Press.
Servant-leadership really works
1. openness and fairness
2. camaraderie/friendliness
3. opportunities
4. pride in work and company
5. pay/benefits
6. security
Levering, R. & Moskowitz, M. (2000). The 100 best companies to work for in America. Fortune, 141(1), 82-110.
Kenosis Philippians 2
• To empty
• Not his deity but its prerogatives
• Not to be served but to serve
• We desire to be like him
A new model for Servant-leadership
Patterson, K.A. (2003), “Servant leadership: a theoretical model”, Dissertation AbstractsInternational, Vol. 64 No. 02, p. 570, UMI No. 3082719.
1. teachable;2. concern for others;3. controlled discipline; 4. seeking what is right and good for the organization; 5. showing mercy in beliefs and actions with all people; 6. focusing on the purpose of the organization and on the well-being of
the followers; and7. creating and sustaining peace in the organization – not a lack of
conflict, but a place where peace grows.
Expanding Patterson’s Model
Winston, B.E. (2003), “Extending Patterson’s servant leadership model: explaining how leaders and followers interact in a circular model”, paper presented at the Servant Leadership Research Roundtable, Regent University, Virginia Beach, VA, available at: www.regent.edu/acad/cls/2003ServantLeadershipRoundtable/
Servant-leadership in Servant-leadership in Higher EducationHigher Education
1.1. Morale & performance Morale & performance improvedimproved
2.2. The model worksThe model works3.3. Employees motivated Employees motivated
out of a sense of calling.out of a sense of calling.4.4. Leader viewed as a Leader viewed as a
model leader.model leader.5.5. Values lead to intent to Values lead to intent to
behavebehaveWinston, B. E. (2004). Servant leadership at Herritage Bible College: a single-case study. The Leadership and Organizational Develolpment Journal, 25(7), 600-617.
Where do we go from here?Where do we go from here?Our Mission: The Servant Leadership Program at Ashland University seeks to create an environment where students are empowered to serve others in their communities, state, nation and world; encouraged to explore their spiritual development; and enabled to enhance their leadership skills while living together in a positive learning community.
http://www.ashland.edu/commserv/servantleadership.html
Principles and practice
Benefits of service
Social issues and injustices
Civic responsibility
Leadership skills
Spirituality and faith
Philosophy of leadership, service, and faith
What are your What are your questions?questions?