7Our leadership style serves to guide every thought and action employed with students each day, and the choice of leadership style will greatly determine our success or failure in the school setting.
8Leadership Style Determines Classroom and School Climate “I have come to the frightening conclusion,I am the decisive element in the classroom.It is my personal approach that creates the climate.It is my daily mood that makes the weather.As a teacher I possess tremendous power to make a child’s life miserable or joyous.I can be a tool of torture or an instrument of inspiration.I can humiliate or humor, hurt or heal.In all situations, it is my response that decide whether a crisisWill be escalated or de-escalated, and a child humanized or de-humanized.”Between Teacher and ChildHaim G. Ginott ( )Teacher, child psychologist and psychotherapist
9If School success is all about relationships If School success is all about relationships... and leadership style controls thoughts and actions of leaders… then What leadership style is best at building relationships?
11What is Servant leadership? Laub took servant leadership beyond a simple definition of leadership style when he stated, “Servant leadership is more than a style of leadership. It is a different way of thinking about the purpose of leadership, the true role of a leader, and the potential of those being led.” Laub also stated, “Servant leadership is an understanding and practice of leadership that places the good of those led over the self-interest of the leader.”Laub, J. A. (1999). Assessing the servant organization: Development of the servant organizational leadership assessment (sola) instrument. Dissertation Abstracts International, 60 (02), 308A. (UMI No )
12"Service brings us joy…In service, we discover profound happiness." Margaret J. Wheatley"Spirituality in Turbulent Times: Leadership Dilemmas Can Only Be Answered Through Spiritual and Philosophical Traditions"School Administrator, Sept. 2002
13A Brief History of Servant Leadership Theory Robert K. Greenleaf (The Father of Modern Servant Leadership)Greenleaf is widely recognized as the one who coined the term, servant leadership. Greenleaf spent 40 years at AT&T as a manager of research, development and education. Upon retirement, Greenleaf spent the next 25 years in a pursuit of creating a better, more caring society. Greenleaf remarked that he had great concern for leadership in America, “the outlook for better leadership in our leadership-poor society is not encouraging.” Greenleaf founded the Center for Applied Ethics in 1964 which was renamed the Robert K. Greenleaf Center in 1985 (www.greenleaf.org)Greenleaf stated in his 1970 ground-breaking essay for servant leadership entitled, The Servant as Leader, “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.”Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power and greatness. New York: Paulist Press.
14History of Servant Leadership Theory Larry C. SpearsSpears became CEO of the Greenleaf Center shortly before Greenleaf’s death on September 29, Spears defined servant leadership as a leadership style based upon teamwork, sense of community, participative decision-making, strong ethical and caring behavior, and concern for growth of people.Spears, L. C. (1996). Reflections on Robert K. Greenleaf and servant leadership. Leadership & Organization Development Journal, 17,
15Ten Characteristics of Servant Leadership Spears (1996) Listening – Servant leaders’ communication skills are enhanced through a deep commitment to listening intently to the followers. Servant leaders seek to identify and clarify the will of the group. Receptive listening and reflection are essential to the growth of a servant leader.Empathy – Servant leaders strive to understand and empathize with others. They accept and recognize followers for their unique spirits; and they assume others have good intentions, even if they disagree with behavior or performance.Healing – Servant leaders are adept at healing others as well as themselves. They help make others whole by facilitating the healing of broken spirits. Servant leaders share with followers the search for wholeness.Awareness – Servant leaders exhibit a general awareness of what is happening in the organization. They possess a keen sense of self-awareness and an understanding of issues involving ethics and values. Servant leaders are often described as disturbers and awakeners.Persuasion – Servant leaders employ persuasion rather than position authority when making decisions within the organization. They prefer to convince rather than coerce followers. Servant leaders are very effective with building consensus within the group.
16Conceptualization – Servant leaders do not deal only with short-term goals and thinking. They are able to stretch their thinking to encompass broader-based conceptual thinking. Servant leaders can nurture the abilities of others to “dream great dreams” and to think beyond day-to-day realities.Foresight – Servant leaders are capable of understanding lessons from the past, seeing the realities of the present, and predicting likely consequences of decisions. They are adept at intuitive thinking.Stewardship – Servant leaders are dedicated to holding their institutions in trust for the greater good of society. They are committed to serving the needs of others.Commitment to the Growth of People – Servant leaders believe in the intrinsic value of people beyond their tangible contributions as workers. They feel responsible for nurturing the personal, professional and spiritual growth of employees.Building Community – Servant leaders are dedicated to rebuilding the sense of community that has been lost with the shift to large institutions.
17Seven Virtuous Constructs of Servant Leadership Patterson (2003) Patterson, K. A. (2003). Servant leadership: A theoretical model. Servant Leadership Roundtable. Regent University School of Leadership Studies, Virginia Beach, VA.Agapao Love – Love is the cornerstone of the servant leader-follower relationship. Servant leaders see followers as whole persons with different gifts and talents. They are able to focus on followers first, then on their talents and how those talents benefit the organization.Humility – Servant leaders are able to keep their accomplishments and talents in perspective. They focus on others rather than themselves. Servant leaders have an authentic desire to help others, and they search for ways to serve others through staying in touch with their followers.Altruism – Servant leaders help others just for the sake of helping. They have an unselfish concern for others which often involves personal sacrifice. Servant leaders’ behaviors are directed toward the benefit of others even when those behaviors are against their own personal interests.Vision – Servant leaders have a vision for their individual followers. They help others to see the big picture by enabling them to develop a clear sense of purpose and direction. Servant leaders develop within others the mission to serve and encourage followers to become more than they thought possible.Trust – Servant leaders develop trust through demonstrating integrity and concern for others. They create open environments where everyone has a voice and they work collaboratively.Empowerment – Servant leaders empower others with the best interest of those being served in mind. They teach and develop people as leaders through shared decision-making and shared responsibility. Servant leaders make it a priority to grow new servant leaders.Service – Servant leaders choose the interests of others over self-interests. They see leadership as a calling - a life mission. Servant leaders accept the responsibility for serving others; and they are committed to an authentic, personal involvement with followers through the giving or their time, energy, care, and compassion.
18Page and Wong’s 7 Servant Leadership Traits Empowering and Developing OthersVulnerability/HumilityServing OthersOpen, Participatory LeadershipVisionary LeadershipCourageous Leadership (Integrity/Authenticity)Inspiring Leadership
19Spears’ 10 Characteristics of Servant Leaders (1996) Patterson’s 7 Virtuous Constructs of Servant Leadership (2003)Page & Wong’s 7 Factors of Servant Leadership (2003)Commitment to Growth of PeopleEmpowermentEmpowering and Developing OthersEmpathyHumilityVulnerability/HumilityHealingStewardshipAgapao LoveServiceServing OthersListeningBuilding CommunityOpen, Participatory LeadershipConceptualizationForesightVisionVisionary LeadershipAwarenessAltruismCourageous Leadership (Integrity/Authenticity)PersuasionTrustInspiring Leadership
20Seven Factors of Servant Leadership Personal CharacterHumilityServing OthersCourageous Leadership (Integrity)Visionary LeadershipInteraction with OthersEmpowering and Developing OthersOpen, Participatory LeadershipInspirational Leadership
21Why Servant Leadership? According to the research:Climatestrong relationship between servant leadership and positive school climate.Academic Successschools with greater practices of servant leadership achieve at a higher rate than schools with lower degrees of servant leadership practice.Job Satisfactionstrong relationship between servant leadership and job satisfaction.
22Why Servant Leadership? Teachers are servant leaders themselves, and they prefer to follow other servant leaders.According to Greenleaf, servant leaders want to be led by servant leaders. He stated, “Those who choose to follow this principle (servant leadership) will not casually accept the authority of existing institutions. Rather, they will freely respond only to individuals who are chosen as leaders because they are proven and trusted as servants.”Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power and greatness. New York: Paulist Press.
24How does humility help a leader build relationships? Factor #1 Humility“Who am I?” Self-reflection as a tool for personal growthHumble CharacterProviding a role model of Humble LeadershipAbsence of ego, jealousy, and self-promotionPutting needs of others firstTeam membership (walk and talk)Elevating and praising othersMentoring others in humility and self-reflectionHow does humility help a leader build relationships?
25Factor #2 Serving Others Personal Mission of Serving OthersServant role and attitude – Master vs. Servant LeadershipLiving and articulating a personal mission of serviceMission as a motivator and stress relieverNurturing and Healing OthersListeningEmpathySacrificeLiving a life of giving to othersBalancing personal and professional life
26Factor #3 Courageous Leadership IntegrityExamining one’s integrity – values, beliefs, and guiding principles“Character is made in the small moments of our lives.” Phillips BrooksActions of high integrity leaders – taking the high roadIntegrity killersAuthenticityGenuine leadershipAdmitting to mistakes and asking forgivenessAwarenessSelf-awareness and awareness of othersBuilding a purposeful reputationUnderstanding issues involving ethical dilemmas
27Factor #4 Visionary Leadership ConceptualizationSeeing the big picture and dreaming great dreamsReflecting on the organization beyond day-to-day issuesForesightLeader intuitionVisionProviding direction and purpose for people/organizationArticulating personal visionCreating a shared vision and buy-in from the teamNavigating an organization through shared vision
28Factor #5 Empowering and Developing Others Connecting with OthersGetting to know and understand one another on a personal levelGetting to know and understand one another on a professional levelBuilding long-lasting relationshipsCommitment to the Growth of OthersMaking a commitment to grow othersHow to help others growJohn C. Maxwell’s Enlarging ProcessSee potentialCast a vision for their futureTap into their passionsAddress their character flawsFocus on their strengths
29Empowering and Developing Others Professional and Personal DevelopmentFocusing on the needs of those in the organization - personal, professional, and spiritualLearning for continuous improvementFighting isolationCreating professional learning communitiesGrowing New LeadersProviding a model for servant leadershipMentoring new leadersDelegatingMatching abilities and interests to tasksSharing power
30Factor #6 Open, Participatory Leadership Effective Communications in an OrganizationListeningListening to individualsListening to the will of the groupPromoting kindness, trust, honesty, and openness in all interactionsSetting high standards for self and othersPromoting vital conversations in organizationsDealing with confrontationsVisibility and AccessibilityBuilding Cooperative and Collegial TeamsShared decision-making and shared powerTrust buildingBuilding positive culture
31Factor #7 Inspiring Leadership Influencing OthersPersuasion vs. position authorityBecoming a leader of influence (John C. Maxwell)Getting others to embrace the vision and missionGetting the Best from OthersWhat makes a leader inspiringVisionary Leadership + Courageous Leadership = Inspiring Leadership“Power is created when individuals perceive that their leaders are honorable, so they trust them, are inspired by them, believe deeply in the goals communicated by them, and desire to be led.” Stephen Covey, Principle-Centered LeadershipConnecting with, believing in, and motivating peopleOptimismCelebrating
32Three Point Sermon on Servant Leadership Personal CharacterConnecting with PeopleService Attitude
33Questions to Ask Ourselves Teachers: How can I best serve my kids?Principals: How can I best serve the servant leaders who serve my kids?Support: How can I best serve the servant leaders who serve the servant leaders who serve my kids?
34To Promote Building Relationships in Schools We must live and model servant leadership traits.We must hold high expectations for others to live and model servant leadership traits and hold them accountable.
35The Lighthouse She is larger than life and awe inspiring as she stands firmly on the ground.She slings her light out into the darknessturning the lost into the found.Dependable, patient, stalwart and sturdyare some words used to express her charm.She is a beacon of light guiding ships in the nightproviding direction and protection from harm.
36She guides others on their adventures some never to return, their futures skillfully erected.She never abandons her post, she always remains behindwith no accolades expected.It is often a thankless jobYet, she is ever faithful to her mission of serving others.
37Please forgive me for getting deep or profound like some philosopher or preacher,but it seems to me that you could drop the word “lighthouse”and insert the word “teacher.”
38“Those who can, do. Those who can’t, teach” Dumbest Words Ever Spoken:“Those who can, do. Those who can’t, teach”Saddest Words Ever Spoken:“I am just a teacher.”Teachers are HeroesTeachers are Famous
39Definition of “Famous” Webster’s DictionaryWell-knownWide-spread ReputationCelebrated
40Servant leadership is not easy, but it is worth doing right!