Chap. 1-3

Building Community

Servant leaders foster community, allowing followers to feel a part of something greater than themselves.

Foresight

Servant leaders have the ability to reasonably predict what is going to occur in the future.

Persuasion

Servant leaders influence change through clear and persistent communication that is nonjudgmental.

Commitment to growth

Servant leaders make a commitment to each follower, helping each person grow personally and professionally.

Stewardship

Servant leaders take up the responsibilities of leading followers and the organization.

Idealized Influence

(Behaviors of leaders and attributes of leaders) has two elements: the charismatic behaviors of the leader and the elements of leadership that are attributed to the leader by his or her followers. It is also described as the emotional component of leadership (Antonakis, 2012; Northouse, 2012). Leaders are trusted, admired, and respected by their followers, because these leaders often demonstrate high levels of moral and ethical behavior (Bass & Riggio, 2006).

Transactional Leadership;

1. Contigent reward 2. Active Management 3. Passive management 4. Laissez-faire

Transformational Leadership; 4 dimensions

1. Idealized Influence 2. Inspirational Motivation 3. Intellectual stimulation 4. Individualized Consideration

Characteristics;

6 characteristics of servant leadership, which are similar to those described by Spears

Conundrum

Confusing, difficult problem

Pragmatic

Dealing with things sensibly and realistically in a way that is based on practical rather than theoretical considerations.

Characteristics of Servant Leadership

Listening, Empathy, Healing, Awareness, Persuasion, Conceptualization, Foresight, Stewardship, Commitment to growth, Building community

Egregious

Outstandingly Bad

Prolific

Productive, plentiful, abundant

Transformational Leadership

Research has shown that leaders who demonstrate transformational leadership are considered to be more effective by followers when compared to leaders using transactional or laissez-faire leadership behavior. Employees report more job satisfaction when led by transformational leaders (Judge & Piccolo, 2004). In addition, transformational leadership was more effective in achieving increased employee work-team performance and effectiveness than transactional leadership (Stewart, 2006), and studies have shown that transformational leadership leads to higher quality relationships with employees (Krishnan, 2005; Lee, 2004; Tse & Lam, 2008).

Humility

Servant leaders acknowledge that they can benefit from the expertise of others, and therefore actively seek out the contributions of followers. Servant leaders put their own accomplishments and talents in perspective. Demonstrating humility, the servant leader puts followers' interests first, provides them with support, and facilitates their performance. A servant leader also demonstrates humility by retreating into the background when a task has been successfully accomplished.

Interpersonal acceptance

Servant leaders are able to create an environment in which followers feel safe and trust that they are able to make mistakes and still feel that they will be accepted. Servant leaders understand the perspectives of others, and are able to "walk in another's shoes." Servant leaders show empathy, compassion, and forgiveness even when confronted with arguments, personal offenses, or mistakes.

Awareness

Servant leaders are attuned to and receptive to their social, physical, and political environments—and are therefore able to understand the greater context of situations.

Conceptualization

Servant leaders are visionary—thinking about the long-term objectives of the organization and responding to problems in creative ways.

Stewardship

Servant leaders are willing to take responsibility for the entire organization and put the interests of the organization over and above their own self-interests. Servant leaders act as role models and caretakers. By acting as role models and setting an example for followers, leaders can inspire others to act in the common interests of all. The characteristics of stewardship are closely linked to the concepts of teamwork, social responsibility, and loyalty.

Providing Direction

Servant leaders clearly demonstrate to followers what is expected of them. Within the context of servant leadership, leaders provide an appropriate amount of accountability for followers. Also, leaders customize directions based on followers' abilities, needs, and input. This type of leading allows for new ways of getting things accomplished and creates new ways to meet old problems, with consistent reliance on values and convictions when accomplishing tasks.

Listening

Servant leaders communicate by listening first

Authenticity

Servant leaders demonstrate authenticity by being true to oneself, both in public and in private. Authenticity is about expressing oneself in ways that are consistent with inner feelings and thoughts. A servant leader demonstrates authenticity by being honest, doing what was promised, and showing vulnerability.

Empathy

Servant leaders demonstrate that they understand what followers are thinking and feeling.

Developing People

Servant leaders foster an empowering attitude in followers, which generates self-confidence and provides followers with a sense of personal power. This type of leadership behavior encourages information sharing with followers, encourages self-directed decision making, and provides support and coaching for innovative performance. Servant leaders fundamentally believe in the intrinsic value possessed by each follower, recognizing and acknowledging each person's abilities and what the person can learn (Greenleaf, 1998).

Servan Leadership

Servant leadership focuses on the interaction between leader and follower and emphasizes how leaders can be attentive to the needs of followers, show concern for their followers, and nurture and emphasize the needs of their followers. Servant leaders place the interests, needs, and aspirations of others before their own (Greenleaf, 1977). The primary objective of the servant leader is first to serve, and then to lead.

Healing

Servant leaders—in caring for followers—help them to overcome personal problems.

Laissez-faire leadership

absence of leadership. Leaders do not make necessary decisions and actions are not taken. An example of this type of leadership would be an athletic director who calls no meetings with his leadership team, has no strategic plan for the department, and has little contact with the athletic department staff

Active Management leadership

by exception occurs when leaders look for mistakes or deviations from normal standards when monitoring followers' work. Leaders then take actions to correct mistakes that are noticed. An example of management by exception would be when a facility manager reviews an event risk management plan developed by her staff member and makes changes to the plan prior to its implementation during the event. Or, when the facility manager inspects the setup for a basketball game, notices chairs and tables that are not set up correctly, and takes action to rectify the situation.

Passive Management leadership

by exception wait for mistakes or deviations from normal standards. Only after these standards have not been met will the leader intervene to address the problem. Both active and passive management by exception use more negative reinforcement behaviors, in comparison to the positive reinforcement behaviors followed in contingent reward.

Individualized Consideration

captures how leaders create a supportive environment, paying attention to their followers' needs for growth and achievement. Leaders recognize followers' needs and desires and provide environments that support these differences. Leaders designate tasks to followers in an effort to develop followers' leadership skills. In addition, leaders serve as advisors or mentors to help support followers as they carry out their assigned tasks (Northouse, 2012).

Inspirational Motivation

captures how leaders will set high expectations for followers and motivate and inspire their followers to meet these high expectations. Leaders set clear expectations for their followers and demonstrate they are committed to these shared goals. Leaders will display enthusiasm and optimism to help followers meet these high expectations, and provide support to help followers achieve more than they would in their own self-interest

Intellectual Stimulation

describes the processes leaders will use to stimulate followers to be creative and innovative. In addition, leaders will encourage followers to question assumptions and challenge the way things are done within an organization. Followers are encouraged to think on their own and leaders provide an open environment where all ideas are encouraged, and followers are not criticized if their ideas differ from those of leaders (Bass & Riggio, 2006).

Ubiquitous

existing everywhere at the same time; constantly encountered

Contigent Reward leadership

leaders assign tasks for followers to fulfill with the understanding that a reward will be provided to the followers after successful completion of the task. Leaders try to gain agreement from the followers regarding what tasks must be completed and the reward for completing the tasks. An example of contingent reward would be a fitness club manager establishing a minimum number of new membership sales in conjunction with input from staff of the fitness club. When the staff meets that sales goal, they will receive a previously agreed upon performance bonus.