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The Greenleaf Seminar Servant Leadership: Growing into the Future Presented by Dr. Kent M. Keit h CEO, Greenleaf Center for Servant Leadership Marylhurst.

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Presentation on theme: "The Greenleaf Seminar Servant Leadership: Growing into the Future Presented by Dr. Kent M. Keit h CEO, Greenleaf Center for Servant Leadership Marylhurst."— Presentation transcript:

1 The Greenleaf Seminar Servant Leadership: Growing into the Future Presented by Dr. Kent M. Keit h CEO, Greenleaf Center for Servant Leadership Marylhurst University – March 22, 2012 © Copyright Greenleaf Center for Servant Leadership

2 Questions… Questions… What was the “management theory” context in which Greenleaf first articulated his ideas about servant leadership? What was the “management theory” context in which Greenleaf first articulated his ideas about servant leadership? How do we define servant leadership? How do we define servant leadership? What makes servant leadership effective? What makes servant leadership effective? What are the prospects for the growth of servant leadership in the future? What are the prospects for the growth of servant leadership in the future? 2

3 The Modern Context 3

4 Robert K. Greenleaf ( ) Robert K. Greenleaf ( ) Worked for AT& T for 38 years; eventually became Director of Management Research Worked for AT& T for 38 years; eventually became Director of Management Research Launched the modern servant leadership movement with his essay, The Servant as Leader, published in 1970 after he retired Launched the modern servant leadership movement with his essay, The Servant as Leader, published in 1970 after he retired Friend of Peter Drucker and acquaintance of Douglas McGregor Friend of Peter Drucker and acquaintance of Douglas McGregor 4

5 Douglas McGregor ( ) Douglas McGregor ( ) Professor of Management at Sloan School of Management, MIT Professor of Management at Sloan School of Management, MIT President of Antioch College, President of Antioch College, Coined “Theory X” and “Theory Y” regarding assumptions about people in the workplace Coined “Theory X” and “Theory Y” regarding assumptions about people in the workplace “Theory Y” was based on Abraham Maslow’s “Humanistic School of Psychology” “Theory Y” was based on Abraham Maslow’s “Humanistic School of Psychology” 5

6 The Human Side of Enterprise (1960): Theory X The Human Side of Enterprise (1960): Theory X Most people dislike work and will avoid it if they can. Most people dislike work and will avoid it if they can. Because they don’t like work, most people must be coerced, controlled, or threatened with punishment to get them to work toward the achievement of organizational objectives. Because they don’t like work, most people must be coerced, controlled, or threatened with punishment to get them to work toward the achievement of organizational objectives. Most people want to be directed, and want to avoid responsibility. They have little ambition. They just want to be secure. Most people want to be directed, and want to avoid responsibility. They have little ambition. They just want to be secure. 6

7 Douglas McGregor: Theory Y Douglas McGregor: Theory Y Work is as natural as play or rest. Work is as natural as play or rest. The threat of punishment is not the only way to get people to work. The threat of punishment is not the only way to get people to work. People will exercise self-direction and self- control in working toward organizational objectives when they are committed to them. People will exercise self-direction and self- control in working toward organizational objectives when they are committed to them. 7

8 Douglas McGregor: Theory Y Commitment to objectives is a function of the rewards associated with their achievement. Commitment to objectives is a function of the rewards associated with their achievement. Most people learn not only to accept but to seek responsibility. Most people learn not only to accept but to seek responsibility. 8

9 Theory Y A lot of people have the capacity to exercise a relatively high degree of imagination, ingenuity, and creativity in solving organizational problems. A lot of people have the capacity to exercise a relatively high degree of imagination, ingenuity, and creativity in solving organizational problems. Under the conditions of modern industrial life, the intellectual potential of most people is only partially utilized. Under the conditions of modern industrial life, the intellectual potential of most people is only partially utilized. 9

10 Robert Greenleaf went further than Theory Y Greenleaf was invited by McGregor to teach at MIT Greenleaf was invited by McGregor to teach at MIT Greenleaf went further than Theory Y, urging a pro-active focus on the growth of the people within the organization. Greenleaf went further than Theory Y, urging a pro-active focus on the growth of the people within the organization. Greenleaf: A leader who accepts this would say: “I am in the business of growing people.” Greenleaf: A leader who accepts this would say: “I am in the business of growing people.” 10

11 Defining the Servant-Leader 11

12 The Servant as Leader The Servant as Leader Greenleaf’s classic essay, The Servant as Leader, was published in 1970, ten years after McGregor’s The Human Side of Enterprise Greenleaf’s classic essay, The Servant as Leader, was published in 1970, ten years after McGregor’s The Human Side of Enterprise Known as “the orange book,” it has been read by hundreds of thousands of people since 1970 Known as “the orange book,” it has been read by hundreds of thousands of people since 1970 Greenleaf’s 1977 collection of essays ranks high even today on the Amazon.com list of most- read books on leadership (#15,000 all books) Greenleaf’s 1977 collection of essays ranks high even today on the Amazon.com list of most- read books on leadership (#15,000 all books) 12

13 Greenleaf’s definition of the servant-leader (p.9) Greenleaf’s definition of the servant-leader (p.9) The servant-leader is servant first… It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions… The servant-leader is servant first… It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions… 13

14 Servant-first and other people’s priorities Servant-first and other people’s priorities 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 difference manifests itself in the care taken by the servant-first to make sure that other people’s highest priority needs are being served. 14

15 The best test of a servant-leader The best test of a servant-leader Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? 15

16 Caring for the least privileged Caring for the least privileged And, what is the effect on the least privileged in society? Will they benefit or at least not be further deprived? And, what is the effect on the least privileged in society? Will they benefit or at least not be further deprived? 16

17 Greenleaf: Characteristics of servant-leaders Greenleaf: Characteristics of servant-leaders Most important characteristic: the desire to serve Most important characteristic: the desire to serve Listening and understanding; acceptance and empathy; foresight; awareness; persuasion; conceptualization; self- healing; and rebuilding community. Listening and understanding; acceptance and empathy; foresight; awareness; persuasion; conceptualization; self- healing; and rebuilding community. 17

18 Greenleaf: Characteristics of servant-leaders Servant-leaders initiate action, are goal- oriented, are dreamers of great dreams, are good communicators, are able to withdraw and re-orient themselves, and are dependable, trusted, creative, intuitive, and situational. Servant-leaders initiate action, are goal- oriented, are dreamers of great dreams, are good communicators, are able to withdraw and re-orient themselves, and are dependable, trusted, creative, intuitive, and situational. 18

19 Greenleaf on the ultimate goal of servant leadership Greenleaf on the ultimate goal of servant leadership Leaders become servant-leaders and help their organizations to become servant- institutions Leaders become servant-leaders and help their organizations to become servant- institutions Servant-institutions focus on serving their employees, customers, and communities Servant-institutions focus on serving their employees, customers, and communities The quality of our lives improves, and we live in a more just and caring society The quality of our lives improves, and we live in a more just and caring society 19

20 Larry Spears: Ten characteristics Larry Spears, the CEO of the Greenleaf Center for 16 years, selected ten characteristics of servant leadership: Larry Spears, the CEO of the Greenleaf Center for 16 years, selected ten characteristics of servant leadership: Listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth of people, and building community Listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth of people, and building community 20

21 Bob Liden: Servant leadership dimensions Bob Liden: Servant leadership dimensions Liden et al., article in The Leadership Quarterly in 2008, identified nine servant leadership dimensions: Liden et al., article in The Leadership Quarterly in 2008, identified nine servant leadership dimensions: emotional healing, creating value for the community, conceptual skills, empowering, helping subordinates grow and succeed, putting subordinates first, behaving ethically, relationships, and servanthood. emotional healing, creating value for the community, conceptual skills, empowering, helping subordinates grow and succeed, putting subordinates first, behaving ethically, relationships, and servanthood. 21

22 Dirk van Dierendonck: Six key characteristics Dirk van Dierendonck: Six key characteristics Professor, Erasmus University, Holland; article in Journal of Management in 2010: Professor, Erasmus University, Holland; article in Journal of Management in 2010: Servant-leaders empower and develop people; they show humility; are authentic; accept people for who they are; provide direction; and are stewards who work for the good of the whole. Servant-leaders empower and develop people; they show humility; are authentic; accept people for who they are; provide direction; and are stewards who work for the good of the whole. 22

23 Laub: Organizational Leadership Assessment Laub: Organizational Leadership Assessment Dr. Jim Laub developed the Organizational Leadership Assessment (OLA) to assess organizational health based on six key areas of effective organizational leadership: Dr. Jim Laub developed the Organizational Leadership Assessment (OLA) to assess organizational health based on six key areas of effective organizational leadership: Display authenticity, value people, develop people, build community, provide leadership, share leadership Display authenticity, value people, develop people, build community, provide leadership, share leadership 23

24 Servant Leadership Compared with Other Ideas 24

25 Theories proposed since Greenleaf (1970) Theories proposed since Greenleaf (1970) Transforming/Transformational Leadership… Theory Z… Leader-Member Exchange (LMX)… Ethical Leadership…Level 5 Leadership…Authentic Leadership… Adaptive Leadership…Spiritual Leadership…Empowering Leadership… Transforming/Transformational Leadership… Theory Z… Leader-Member Exchange (LMX)… Ethical Leadership…Level 5 Leadership…Authentic Leadership… Adaptive Leadership…Spiritual Leadership…Empowering Leadership… Self-Sacrificing Leadership… 25

26 What is unique to servant leadership What is unique to servant leadership Based on the views of scholars, the elements that are most unique to servant leadership compared with other theories are Based on the views of scholars, the elements that are most unique to servant leadership compared with other theories are the moral component the moral component the focus on serving followers for their own good, not just the good of the organization, and forming long-term relationships with followers, encouraging their growth and development so that over time they may reach their fullest potential the focus on serving followers for their own good, not just the good of the organization, and forming long-term relationships with followers, encouraging their growth and development so that over time they may reach their fullest potential 26

27 What is unique to servant leadership What is unique to servant leadership concern with the success of all stakeholders, broadly defined—employees, customers, business partners, communities, and society as a whole—including those who are the least privileged; and concern with the success of all stakeholders, broadly defined—employees, customers, business partners, communities, and society as a whole—including those who are the least privileged; and self-reflection, as a counter to the leader’s hubris. self-reflection, as a counter to the leader’s hubris. 27

28 Dirk van Dierendonck: Comparing theories Dirk van Dierendonck: Comparing theories Van Dierendonck studied seven leadership theories that revealed the most overlap with servant leadership: Van Dierendonck studied seven leadership theories that revealed the most overlap with servant leadership: transformational leadership, authentic leadership, ethical leadership, Level 5 leadership, empowering leadership, spiritual leadership, and self-sacrificing leadership. transformational leadership, authentic leadership, ethical leadership, Level 5 leadership, empowering leadership, spiritual leadership, and self-sacrificing leadership. 28

29 Dirk van Dierendonck: Comparing theories Dirk van Dierendonck: Comparing theories Van Dierendonck concluded that none of the seven theories incorporates all six characteristics of servant leadership, which puts servant leadership in a unique position. Van Dierendonck concluded that none of the seven theories incorporates all six characteristics of servant leadership, which puts servant leadership in a unique position. Additionally, servant leadership theory distinctly specifies a combined motivation to become a leader with a need to serve that is at the foundation of these behaviors. Additionally, servant leadership theory distinctly specifies a combined motivation to become a leader with a need to serve that is at the foundation of these behaviors. 29

30 Greenleaf vs. Scholars Greenleaf proposed a philosophy, characteristics, and practices—not a theory Greenleaf proposed a philosophy, characteristics, and practices—not a theory Scholars study leaders and followers Scholars study leaders and followers Greenleaf’s writings are about leaders who work closely with their colleagues, deliver services to their customers, and benefit society at large Greenleaf’s writings are about leaders who work closely with their colleagues, deliver services to their customers, and benefit society at large Leaders  Colleagues  Customers  Society Leaders  Colleagues  Customers  Society 30

31 Servant Leadership Is Effective 31

32 What servant leadership is not What servant leadership is not It is not soft—the servant-leader can make hard decisions (but the decisions are made to serve others, not to gain personal power) It is not soft—the servant-leader can make hard decisions (but the decisions are made to serve others, not to gain personal power) It is not about a single style of leading– the servant-leader uses whatever style is needed to effectively address each person or situation It is not about a single style of leading– the servant-leader uses whatever style is needed to effectively address each person or situation 32

33 Servant-leaders get two kinds of results Servant-leaders get two kinds of results They obtain the resources to continue and if possible expand the work of the organization (e.g., a profit or surplus) They obtain the resources to continue and if possible expand the work of the organization (e.g., a profit or surplus) This is an organizational need This is an organizational need They serve their colleagues and customers, and make the world a better place They serve their colleagues and customers, and make the world a better place This is the organization’s purpose This is the organization’s purpose 33

34 “High-commitment high-performance CEOs understand that being part of an enterprise that is helping to create a better world unleashes the commitment and energy of their people.” “High-commitment high-performance CEOs understand that being part of an enterprise that is helping to create a better world unleashes the commitment and energy of their people.” “The Uncompromising Leader,” July-August 2008, by Eisenstat, Beer, Foote, Fredberg, Norrgren “The Uncompromising Leader,” July-August 2008, by Eisenstat, Beer, Foote, Fredberg, Norrgren 34

35 Key Practices of Servant-Leaders Key Practices of Servant-Leaders Self-Awareness Self-Awareness Listening Listening Changing the pyramid Changing the pyramid Developing your colleagues Developing your colleagues Coaching, not controlling Coaching, not controlling Unleashing the energy and intelligence of others Unleashing the energy and intelligence of others Foresight Foresight 35

36 Research on the Impacts of Servant Leadership in the Workplace 36

37 Building strong teams Building strong teams Servant-leaders gain team member trust and build long-term relationships Servant-leaders gain team member trust and build long-term relationships Servant-leaders promote open and problem- driven communication within the team Servant-leaders promote open and problem- driven communication within the team Servant-leaders cultivate personal integrity, and help team members to cooperate with and care about each other Servant-leaders cultivate personal integrity, and help team members to cooperate with and care about each other Dr. Robert Liden, University of Illinois at Chicago Dr. Robert Liden, University of Illinois at Chicago 37

38 Facilitating effective teamwork Servant-leaders facilitate team confidence, affirming the strengths and potential of the team and providing development support Servant-leaders facilitate team confidence, affirming the strengths and potential of the team and providing development support Servant-leaders facilitate effective team behaviors Servant-leaders facilitate effective team behaviors Hu & Liden, Journal of Applied Psychology, 2011 Hu & Liden, Journal of Applied Psychology,

39 Enhancing performance and commitment Enhancing performance and commitment Servant leadership may enhance both job performance and commitment to the organization Servant leadership may enhance both job performance and commitment to the organization Servant-leaders may inspire followers to take an active role in serving the community in which the organization is embedded Servant-leaders may inspire followers to take an active role in serving the community in which the organization is embedded Liden, Wayne, Zhao & Henderson, Leadership Quarterly, 2008 Liden, Wayne, Zhao & Henderson, Leadership Quarterly,

40 More helping and creative employees More helping and creative employees Empirical research has revealed that employees of servant-leaders are more helping and creative than those working with leaders who scored lower on servant leadership. Empirical research has revealed that employees of servant-leaders are more helping and creative than those working with leaders who scored lower on servant leadership. Neubert, Kacmar, Carlson, Chonko, & Roberts, Journal of Applied Psychology, 2008 Neubert, Kacmar, Carlson, Chonko, & Roberts, Journal of Applied Psychology,

41 More organizational citizenship behaviors More organizational citizenship behaviors Servant-leader behaviors are related to organizational justice (fairness in decisions made regarding employees), which in turn leads employees to reciprocate by engaging in organizational citizenship behaviors (OCBs). Servant-leader behaviors are related to organizational justice (fairness in decisions made regarding employees), which in turn leads employees to reciprocate by engaging in organizational citizenship behaviors (OCBs). Ehrhart, Personnel Psychology, 2004 Ehrhart, Personnel Psychology,

42 Enhanced self-efficacy Enhanced self-efficacy Servant leadership encourages OCBs by enhancing self-efficacy (people’s self confidence in their ability to perform specific tasks well), creating a service climate at work, and establishing a fair workplace. Servant leadership encourages OCBs by enhancing self-efficacy (people’s self confidence in their ability to perform specific tasks well), creating a service climate at work, and establishing a fair workplace. Walumbwa, Hartnell & Oke, Journal of Applied Psychology, 2010 Walumbwa, Hartnell & Oke, Journal of Applied Psychology,

43 Greater job satisfaction Servant leadership has been shown to be positively related to employee job satisfaction Servant leadership has been shown to be positively related to employee job satisfaction Mayer, Bardes & Piccolo, European Journal of Work and Organizational Psychology, Mayer, Bardes & Piccolo, European Journal of Work and Organizational Psychology,

44 Case study: Nurse managers Case study: Nurse managers I n a study at a hospital, nurses who perceived that their nurse managers had a higher servant leadership orientation demonstrated greater job satisfaction I n a study at a hospital, nurses who perceived that their nurse managers had a higher servant leadership orientation demonstrated greater job satisfaction Jenkins & Stewart, “The importance of a servant leader orientation,” Health Care Management Review, 2010 Jenkins & Stewart, “The importance of a servant leader orientation,” Health Care Management Review,

45 Back-of-the-Envelope Research 45

46 Better than Great Better than Great Comparison of “Good to Great” companies with servant-led companies Comparison of “Good to Great” companies with servant-led companies Ten year period ending in 2005 Ten year period ending in largest companies = 10.8% return 500 largest companies = 10.8% return “Good to Great” = 17.5% return “Good to Great” = 17.5% return Servant-led companies = 24.2% return Servant-led companies = 24.2% return 46

47 47 Future Prospects for Growth

48 Negative Factors Theory X and the power model of leadership are still dominant in most cultures Theory X and the power model of leadership are still dominant in most cultures Many people do not understand servant leadership, or will not support or reward it Many people do not understand servant leadership, or will not support or reward it People in leadership positions may feel threatened by servant leadership People in leadership positions may feel threatened by servant leadership Servant leadership is more effective in the long run but takes an up-front commitment to invest a lot of time and energy to grow people Servant leadership is more effective in the long run but takes an up-front commitment to invest a lot of time and energy to grow people 48

49 Positive Factors Servant-leaders get results in ways that serve individuals, organizations, and society at large Servant-leaders get results in ways that serve individuals, organizations, and society at large The emphasis on growing people is strategic The emphasis on growing people is strategic Servant leadership may be preferred by many millennials Servant leadership may be preferred by many millennials Servant leadership can work in many cultures Servant leadership can work in many cultures --it has a worldwide future 49

50 Creating Shared Value Creating Shared Value Article by Michael Porter and Mark Kramer in the January-February 2011 issue of HBR Article by Michael Porter and Mark Kramer in the January-February 2011 issue of HBR Companies are widely perceived to be prospering at the expense of the broader community; their legitimacy has fallen Companies are widely perceived to be prospering at the expense of the broader community; their legitimacy has fallen They should focus on “shared value”—creating economic value in a way that also creates value for society by addressing its needs/challenges They should focus on “shared value”—creating economic value in a way that also creates value for society by addressing its needs/challenges 50

51 Growing people is strategic Growing people is strategic When people grow, the capacity of the organization grows. When people grow, the capacity of the organization grows. When the capacity of the organization grows, it can do things better, or do things it was never able to do before. When the capacity of the organization grows, it can do things better, or do things it was never able to do before. Individuals benefit, the organization benefits, and those served benefit. Individuals benefit, the organization benefits, and those served benefit. 51

52 The Trophy Kids Grow Up by Ron Alsop The Trophy Kids Grow Up by Ron Alsop 92,000,000 milennials (born ); larger group than Gen X (62,000,000) 92,000,000 milennials (born ); larger group than Gen X (62,000,000) They don’t like an authoritarian, command-and- control style of management; they prefer collaboration, teams They don’t like an authoritarian, command-and- control style of management; they prefer collaboration, teams Status and hierarchy don’t impress them; they want to be colleagues not subordinates Status and hierarchy don’t impress them; they want to be colleagues not subordinates Greenleaf: council of equals, inverted pyramid Greenleaf: council of equals, inverted pyramid 52

53 The Trophy Kids Grow Up by Ron Alsop The Trophy Kids Grow Up by Ron Alsop They want to be rewarded for performance, not wait around for seniority; they want meritocracy They want to be rewarded for performance, not wait around for seniority; they want meritocracy They will work hard if the task is engaging and promises a tangible payoff; they want meaningful work, to make a difference They will work hard if the task is engaging and promises a tangible payoff; they want meaningful work, to make a difference Greenleaf ethic: the work exists for the person as much as the person exists for the work; work should be meaningful to those doing it Greenleaf ethic: the work exists for the person as much as the person exists for the work; work should be meaningful to those doing it 53

54 The Trophy Kids Grow Up by Ron Alsop The Trophy Kids Grow Up by Ron Alsop They will change jobs often, to keep growing They will change jobs often, to keep growing They want more coaching, training, and mentoring programs They want more coaching, training, and mentoring programs Greenleaf: servant-leaders help their colleagues grow; they coach, train, and mentor them Greenleaf: servant-leaders help their colleagues grow; they coach, train, and mentor them Milennials see their careers and personal lives as one—not balancing but blending them Milennials see their careers and personal lives as one—not balancing but blending them 54

55 U.S. ethnic minority attitudes toward leadership In Salsa, Soul, and Spirit, Juana Bordas noted that for many Hispanic Americans, African- Americans, and Native Americans: In Salsa, Soul, and Spirit, Juana Bordas noted that for many Hispanic Americans, African- Americans, and Native Americans: Leadership positions belong to the community, not the individual leader Leadership positions belong to the community, not the individual leader Leadership positions are not for personal gain but for service to the larger community Leadership positions are not for personal gain but for service to the larger community Leadership positions are rotated Leadership positions are rotated 55

56 Studies regarding Servant Leadership in Other Countries 56

57 Public Sector Leaders in China Public Sector Leaders in China Article by Han, Kakabadse & Kakabadse in Journal of Management Development (2010) Article by Han, Kakabadse & Kakabadse in Journal of Management Development (2010) Servant leadership seen as a way to help restore employee’s trust, commitment and confidence in management, as well as a way to attract and retain high performance employees Servant leadership seen as a way to help restore employee’s trust, commitment and confidence in management, as well as a way to attract and retain high performance employees Three sources for Chinese servant leadership: Confucianism, Daoism, and communist ideology Three sources for Chinese servant leadership: Confucianism, Daoism, and communist ideology 57

58 Public Sector Leaders in China Confucian characteristics: courtesy, obedience, respect to seniors, loyalty, moderation, forgiveness, wisdom, benevolence Confucian characteristics: courtesy, obedience, respect to seniors, loyalty, moderation, forgiveness, wisdom, benevolence Daoist characteristics: vision, insight, wisdom, serving the community, humility, leading by example, empowering others Daoist characteristics: vision, insight, wisdom, serving the community, humility, leading by example, empowering others Communist ideology: willingness to serve the people whole-heartedly; placement of collective interests above self-interest Communist ideology: willingness to serve the people whole-heartedly; placement of collective interests above self-interest 58

59 Public Sector Leaders in China Public Sector Leaders in China Servant leadership behaviors reported: Servant leadership behaviors reported: Putting people first; assisting subordinates Putting people first; assisting subordinates Ethical behavior Ethical behavior Moral (agapao) love, caring for others Moral (agapao) love, caring for others Conceptual skills, organizational knowledge Conceptual skills, organizational knowledge Humility, not seeking public attention Humility, not seeking public attention Building long-term relationships, knowing and supporting others Building long-term relationships, knowing and supporting others 59

60 Public Sector Leaders in China Public Sector Leaders in China Three types specific to Chinese context: Three types specific to Chinese context: Being dutiful Being dutiful Devotion to Party policies and state laws Devotion to Party policies and state laws Listening Listening Western perceptions not found: Western perceptions not found: Creating value for the community Creating value for the community Empowering, persuasive mapping Empowering, persuasive mapping Transcendent spirituality Transcendent spirituality 60

61 Republic of Ghana Republic of Ghana Article by Hale and Fields, published in Leadership (2007) comparing seminary students in Ghana and the United States Article by Hale and Fields, published in Leadership (2007) comparing seminary students in Ghana and the United States In earlier periods of Ghana’s history, kings were expected to be servants to the clan or tribe In earlier periods of Ghana’s history, kings were expected to be servants to the clan or tribe Contemporary Sub-Saharan Africans want leaders who are strategy and goal-directed, demonstrating good character, competency, compassion, justice and wholeness Contemporary Sub-Saharan Africans want leaders who are strategy and goal-directed, demonstrating good character, competency, compassion, justice and wholeness 61

62 Republic of Ghana Republic of Ghana Respondents from Ghana reported servant leadership behaviors less frequently Respondents from Ghana reported servant leadership behaviors less frequently There is a high power difference; people in power are viewed as being different than others (visionaries, not “first among equals”) There is a high power difference; people in power are viewed as being different than others (visionaries, not “first among equals”) In-group members expect preferential treatment (not concerned with building a larger community with out-group members) In-group members expect preferential treatment (not concerned with building a larger community with out-group members) 62

63 Republic of Ghana Republic of Ghana Development of followers was not consistent with leadership behavior norms in Ghana Development of followers was not consistent with leadership behavior norms in Ghana Building relationships among co-workers was not consistent with in-group behavior in Ghana Building relationships among co-workers was not consistent with in-group behavior in Ghana There were no significant differences in the effects of service and humility between Ghanaian and American sub-samples There were no significant differences in the effects of service and humility between Ghanaian and American sub-samples 63

64 Bedouin-Arab Culture Bedouin-Arab Culture Article by Yasin Khalaf Sarayrah, “Servant Leadership in the Bedouin-Arab Culture,” Global Virtue Ethics Review (2004) Article by Yasin Khalaf Sarayrah, “Servant Leadership in the Bedouin-Arab Culture,” Global Virtue Ethics Review (2004) Main elements of servant leadership were present in early Arab culture Main elements of servant leadership were present in early Arab culture In traditional Bedouin desert society, the chief was seen as an equal and not a boss In traditional Bedouin desert society, the chief was seen as an equal and not a boss 67

65 Bedouin-Arab Culture Bedouin-Arab Culture Even Prophet Mohammed consulted with his followers when there was no revelation Even Prophet Mohammed consulted with his followers when there was no revelation In the following hadith, Prophet Mohammed urged Muslim leaders to be servant-leaders: In the following hadith, Prophet Mohammed urged Muslim leaders to be servant-leaders: “Verily, each of you is a shepherd, and each of you is responsible for the well being of the flock.” 67

66 Bedouin-Arab Culture Bedouin-Arab Culture The second Caliph, Omar Bin al-Khattab (7 th century) was a servant leader The second Caliph, Omar Bin al-Khattab (7 th century) was a servant leader Was able to listen and accept criticism Was able to listen and accept criticism Planned and organized new Islamic state Planned and organized new Islamic state Promoted the participation of others in decision making Promoted the participation of others in decision making Empathized with others; supported the poor; provided pensions for soldiers Empathized with others; supported the poor; provided pensions for soldiers 66

67 Bedouin-Arab Culture Bedouin-Arab Culture Over the centuries, the original simple desert Arab/Islamic norms and values were abandoned or given new meaning Over the centuries, the original simple desert Arab/Islamic norms and values were abandoned or given new meaning However, in the 20 th century, areas of South and East Jordan retained the traditions However, in the 20 th century, areas of South and East Jordan retained the traditions Tribal proverb regarding hospitality: “The youngest is the servant and the one who rules is likewise the servant.” Tribal proverb regarding hospitality: “The youngest is the servant and the one who rules is likewise the servant.” 67

68 Studies of Leadership in Various Cultures 68

69 Servant Leadership Across Cultures Fons Trompenaars and Ed Voerman, 2009 Fons Trompenaars and Ed Voerman, 2009 Dilemmas for leaders: Leading vs. serving, rules vs. exceptions, parts vs. the whole, control vs. passion, specific vs. diffuse, short- term vs. long-term, and push vs. pull Dilemmas for leaders: Leading vs. serving, rules vs. exceptions, parts vs. the whole, control vs. passion, specific vs. diffuse, short- term vs. long-term, and push vs. pull THT: Cultural values of 90,000 people, with 8,000 dilemmas validated by 1,500 interviews THT: Cultural values of 90,000 people, with 8,000 dilemmas validated by 1,500 interviews 69

70 Servant Leadership Across Cultures Different countries and cultures lean in different directions regarding the dilemmas Different countries and cultures lean in different directions regarding the dilemmas Organizational structure: (A) so everyone knows who is in charge or (B) so everyone knows how tasks are divided and coordinated Organizational structure: (A) so everyone knows who is in charge or (B) so everyone knows how tasks are divided and coordinated B = 44% in Venezuela, 66% in Romania, 80% in Russia, 92% in USA, 100% in Malaysia, South Africa, and Denmark B = 44% in Venezuela, 66% in Romania, 80% in Russia, 92% in USA, 100% in Malaysia, South Africa, and Denmark 70

71 Servant Leadership Across Cultures The authors argue that servant leadership deals with the leadership dilemmas by paradoxically combining the elements The authors argue that servant leadership deals with the leadership dilemmas by paradoxically combining the elements That is why servant leadership can be successfully implemented all over the world That is why servant leadership can be successfully implemented all over the world Problems with this study: dilemmas are not paradoxes; choices not combinations Problems with this study: dilemmas are not paradoxes; choices not combinations 71

72 GLOBE Study “Global Leadership and Organizational Behavior Effectiveness” was a 62-nation, 11- year study involving 170 researchers worldwide. “Global Leadership and Organizational Behavior Effectiveness” was a 62-nation, 11- year study involving 170 researchers worldwide. Data were collected from 17,300 middle managers from 951 organizations Data were collected from 17,300 middle managers from 951 organizations The first report was more than 800 pages The first report was more than 800 pages 72

73 GLOBE Study One of the most important questions addressed by the GLOBE research team concerned the extent to which the practices and values associated with leadership are universal (i.e., are similar worldwide), and the extent to which they are specific to just a few societies One of the most important questions addressed by the GLOBE research team concerned the extent to which the practices and values associated with leadership are universal (i.e., are similar worldwide), and the extent to which they are specific to just a few societies 73

74 GLOBE Study Findings The study found a set of “culturally endorsed leadership theory dimensions” The study found a set of “culturally endorsed leadership theory dimensions” Those six CLT’s were: Those six CLT’s were: Charismatic/value-based, team oriented, participative, humane oriented, self- protective, and autonomous Charismatic/value-based, team oriented, participative, humane oriented, self- protective, and autonomous 74

75 GLOBE Study Findings All c ultures saw the charismatic/value-based dimension as contributing to outstanding leadership. This included the leader’s ability to inspire, motivate, and expect high performance outcomes on the basis of his or her firmly held core values. All c ultures saw the charismatic/value-based dimension as contributing to outstanding leadership. This included the leader’s ability to inspire, motivate, and expect high performance outcomes on the basis of his or her firmly held core values. This included self-sacrifice, integrity, decisive, and performance oriented. This included self-sacrifice, integrity, decisive, and performance oriented. 75

76 GLOBE Study Findings All cultures saw team orientation as contributing substantially to outstanding leadership. All cultures saw team orientation as contributing substantially to outstanding leadership. This emphasized effective team-building and implementation of a common purpose or goal among team members. This emphasized effective team-building and implementation of a common purpose or goal among team members. 76

77 GLOBE Study Findings Germanic Europe most positively associated participative with outstanding leadership. Germanic Europe most positively associated participative with outstanding leadership. Humane oriented (supportive and considerate leadership, including compassion) was viewed as only moderately contributing to outstanding leadership. Humane oriented (supportive and considerate leadership, including compassion) was viewed as only moderately contributing to outstanding leadership. 77

78 GLOBE Study Findings Self-protective (self-centered, status conscious, face-saver, conflict-inducer, procedural) was viewed as not contributing to outstanding leadership Self-protective (self-centered, status conscious, face-saver, conflict-inducer, procedural) was viewed as not contributing to outstanding leadership Autonomous (independent and individualistic) was viewed as not contributing to outstanding leadership. Autonomous (independent and individualistic) was viewed as not contributing to outstanding leadership. 78

79 GLOBE Study and Servant Leadership GLOBE Study and Servant Leadership Charistmatic/value based and team oriented are seen by all cultures as contributing substantially to outstanding leadership Charistmatic/value based and team oriented are seen by all cultures as contributing substantially to outstanding leadership These characteristics are consistent with servant leadership, so these aspects of servant leadership may work worldwide These characteristics are consistent with servant leadership, so these aspects of servant leadership may work worldwide 79

80 GLOBE Study and Servant Leadership GLOBE Study and Servant Leadership Participative and humane oriented are consistent with servant leadership but are viewed by only some cultures as contributing to outstanding leadership Participative and humane oriented are consistent with servant leadership but are viewed by only some cultures as contributing to outstanding leadership Self-protective and autonomous are contrary to servant leadership and are viewed as not contributing to outstanding leadership Self-protective and autonomous are contrary to servant leadership and are viewed as not contributing to outstanding leadership 80

81 GLOBE Study and Servant Leadership GLOBE Study and Servant Leadership The GLOBE study was not a study of servant leadership, but servant leadership is consistent with the views of all cultures regarding what does and what does not contribute to outstanding leadership The GLOBE study was not a study of servant leadership, but servant leadership is consistent with the views of all cultures regarding what does and what does not contribute to outstanding leadership The “middle ground” reveals variations by culture The “middle ground” reveals variations by culture 81

82 Future potential Servant-leadership will be the accepted standard for all leaders because it is the most ethical, practical, meaningful way to lead Servant-leadership will be the accepted standard for all leaders because it is the most ethical, practical, meaningful way to lead Servant-leadership will be accepted as the best way to get results because the results are achieved by serving individuals, organizations, and society at large (creating shared value) Servant-leadership will be accepted as the best way to get results because the results are achieved by serving individuals, organizations, and society at large (creating shared value) 82

83 Future potential Growing people will be understood to be a highly strategic core responsibility of leaders Growing people will be understood to be a highly strategic core responsibility of leaders Servant leadership will be demanded by many milennials, who will change the workplace Servant leadership will be demanded by many milennials, who will change the workplace Servant leadership principles will help change the world by its adoption in many countries Servant leadership principles will help change the world by its adoption in many countries Some challenges that go beyond national boundaries will be successfully addressed Some challenges that go beyond national boundaries will be successfully addressed 83

84 Questions… Comments… 84

85 Thank you! 85


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