1 Pertemuan 19 Servant Leadership Leading Change in Organisation Matakuliah: MPG / Leadership and Organisation Tahun: 2005 Versi: versi/revisi 0

2 Learning Outcomes After studying these chapters students should be able to: Understand the concept of Servant Leadership compared to other concepts of leadership. Understand how the Servant Leadership theory has impacted many leaders. Understand the different reasons for resisting change. Understand the different types of organisational change. Understand the psychological processes involved in making major changes in an organisation. Understand the different ways that leaders can influence the culture of an organisation. Understand the characteristics of an effective vision. Understand how to develop an appealing vision for the organisation. Understand the characteristics of a learning organization. Understand how to increase learning and innovation in organisations.

3 Outline Materi Servant Leadership The emergence of the Servant Leadership Theory. The concept of Servant Leadership. How Servant Leadership differ from other concepts of leadership Application: Case - Continental Airlines; Gordon Bethune’s Go Forward Plan Leading Change in Organisation Change Processes Different types of Organisational Change Influencing Organisational Culture Developing a Vision Implementing a Change Increasing Innovation and Learning Summary Review and Discussion Questions Cases

4 Servant Leadership

5 The Founder of Servant Leadership Robert K. Greenleaf

6 Robert K. Greenleaf was an American original, an essayist in the tradition of Emerson in 1970, he wrote a small essay called The Servant As Leader, which introduced the term "servant-leadership." The Greenleaf Center for Servant- Leadership

7 Servant-Leadership is a practical philosophy which supports people who choose to serve first, and then lead as a way of expanding service to individuals and institutions. Servant-leaders may or may not hold formal leadership positions Servant-leadership encourages collaboration, trust, foresight, listening, and the ethical use of power and empowerment

8 “The servant-leader is servant first… It begins with the natural feeling that one wants to serve, to serve first. The leader-first and the servant-first are two extreme types. Between them there are shadings and blends that are part of the infinite variety of human nature.

9 The difference manifest 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, and difficult to administer, is: do those served grow as persons; do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And, what is the effect on the least privileged in society; will they benefit, or, at least, will they not be further deprived?” (Taken from the Servant As Leader published by Robert Greenleaf in 1970)

10 Principles in Practice Herb Kelleher, CEO of Southwest Airlines, is cited as a natural servant-leader who surrounds himself with a diverse team of servant-leaders. "I have always believed that the best leader is the best server," says Kelleher. "And if you're a servant, by definition, you're not controlling. We try to value each person individually and to be cognizant of them as human beings--not just people who work for our company."

11 McGee-Cooper and Looper note that the companies on Fortune magazine's list of the 100 Best Companies have about 50 percent higher returns to shareholders than do their direct competitors who did not make the list. "These organizations perform better than their rivals on employee retention, morale, worker safety, and other measures as well," they write. "Some examples from the inner workings of these companies can bring a clearer insight into how and why servant-leadership is so powerful."

12 At TDIndustries, the authors outline how servant-leadership has enabled this often cited company to build a shared vision through building a curriculum of servant- leadership work; building a foundation for credibility for the process; adding other levels of servant-leadership; soliciting feedback and fine-tuning the process; and, implementing a three-part experiential- learning process.

13 Leading Change in Organisation

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15 Change Processes Resistance to Change –Lack of Trust –Belief that change is unnecessary –Belief that the change is not feasible –Economic threats –Relative high cost –Fear of personal failure –Loss of status and power –Threat to values and ideas –Resentment of interference

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17 Stages in the change process –Lewins’s (1951): Unfreezing Changing Refreezing Change may be achieved by two types of actions (Lewin’s): –Increase the driving forces towards change –Reduce restraining forces that create resistance to change