1. “People do not care how much you know, until they know how much you care.” — John C. Maxwell OU Pastoral Chohort 3/20121 Living and Teaching Living and Teaching Tangible Servant Leadership

2. OU Pastoral Cohort 3/20122 Some Definitions of ‘Leader’: A person or thing that leads. A guiding or directing head, as of an army, movement, or political group. One that leads or guides. One who is in charge or in command of others. One who has influence or power, especially of a political nature. A person who rules or guides or inspires others. A person who is in front or goes first. A person who is the head of, organizes or is in charge (of something). The head …of any body… as of a tribe, clan, or family; a person in authority who directs the work of others… 2

3. What is a Leadership Style? The patterns of a leader’s interaction with his/her followers! Leadership style impacts the motivations of employees, either positive or negative. Studies show that roughly 70% of a group’s effectiveness is a direct reflection of a leader’s perceived understanding of them and the use of a leadership style that is comfortable to them. OU Pastoral Cohort 3/20123 Why is Leadership Style Important?

4. OU Pastoral Cohort 3/20124 David McClelland conducted a study at Harvard & found that leaders, with strengths in the emotional intelligence areas, were far more effective than those who lacked strengths. McClelland was researching the linkages between leadership, emotional intelligence, climate, & performance. Measuring a Leader’s Impact! 1.Authoritative 2.Coercive 3.Affiliative 4.Democratic 5.Pacesetting 6.Coaching Leadership Style Classifications

5. 5 Leadership StyleCharacteristics The Coercive Style  Intent on obtaining immediate employee compliance  Tight control over situations & emphasizes the negative over the positive when providing feedback The Authoritative Style  Intent on mobilizing people toward a vision  Applies a long-term thinking strategy & clearly stated direction to the organization & relies on the skillful use of influence to gain employee buy-in to decisions The Affirmative Style  Intent on promoting harmony, cooperation, & good feelings among employees  Will put people first & tasks second The Democratic Style  Intent on building group consensus & commitment through group-management in making decisions  Tightly controls situations & emphasizes the negative over the positive when providing feedback The Pacesetting Style  Intent on setting high performance standards  Wants quick results from a highly motivated & competent team The Coaching Style  Intent on developing people for future performance  Focuses on employee strengths & weaknesses & develops action plans to support career goals OU Pastoral Cohort 3/2012

6. 6  Leaders need to make use of many styles in order to be effective.  The more styles a leader uses, the better. A Harvard study examining leadership in the work place (done by McClelland) found that: All 6 leadership styles have a measurable effect on each aspect of climate. There was a direct correlation of the impact of climate on financial results – such as return on sales, revenue growth, efficiency, & profitability. Leaders who used styles that positively affected the climate had decidedly better results than those who did not. His bottom line…

7. Definitions of Servant: One who serves, or does services, voluntarily or on compulsion; a person who is employed by another for menial offices, or for other labor, and is subject to his command; a person who labors or exerts himself for the benefit of another, his master or employer; a subordinate helper… A person in the service of another. One who expresses submission, recognizance, or debt to another. A person working in the service of another… In a subordinate position… A person who is hired to work for another… Definitions of Service: An act of assistance or benefit; a favor. An act of helpful activity; help; aid. Work done by one person or group that benefits another. The performance of work or duties for a superior or as a servant. Be of service, to be helpful or useful. OU Pastoral Cohort 3/20127

8. S.E.R.V.E. Being the leader in a church is earning respect through love, care and genuine concern. (1 Kings 3:9; Luke 22:25-28; Matthew 25:21; Mark 9:33-37; John 5:19; Philippians 1:1; 1 Timothy 3:1-5; 2 Timothy 2:24; Hebrews 13:17) OU Pastoral Cohort 3/20128 S …See the Future E …Engage and Develop People R …Reinvent Continuously V …Value Results and Relationships E …Embody the Values Source: “Leading at a Higher Level”, Ken Blanchard It is serving others unselfishly while influencing and empowering them to grow in a Christ-directed, purposeful direction.

9. Are you a Servant Leader? Can you answer affirmatively to these questions? Do the members of your church believe that you are willing to sacrifice your own self-interest for the good church? Do the members of your church believe that you want to hear their ideas and that you will value them? Do the members of your church believe that you remember what is happening in their lives and how it affects them? Do the members come to you when the chips are down or when something traumatic has happened in their lives? OU Pastoral Cohort 3/20129

10. A Calling to Serve…  Servant leaders have a natural desire to serve others.  Servant leaders have a desire to make a difference for other people and will pursue opportunities to impact others’ lives.  This characteristic cannot be taught, so unless a person has a natural calling to serve, servant leadership is not a realistic or compatible style. OU Pastoral Cohort 3/201210 “Servant” and “Leader” are often thought of as opposites both logical and intuitive The process of balancing the two concepts is not ‘either/or’, but ‘both/and’

11. The power of servant-leadership Lies in one’s ability to combine the best of being a leader with the best of being a servant. Is not something you do, but something you are. Is about creating both culture and environment which fosters the best in people and helps them unleash their true potential. 11OU Pastoral Cohort 3/2012

12. Paradoxes Servant-Leadership, itself a paradox, requires a constant balance… StrongBe Open To Change Busy Listen Admit You Don’t KnowWise Serious Laugh RightSay, “I’m Wrong” Compassionate Discipline PlannedBe Spontaneous GreatBe Without Pride LeadingServe Enough To OU Pastoral Cohort 3/201212

13. OU Pastoral Cohort 3/201213 Robert K. Greenleaf Career: 38 Years at AT&T, largely in management training and development 25 Years consulting on Servant Leadership thereafter Coined the term Servant-Leader in 1970’s Founded Center for Applied Ethics (now Greenleaf Center for Servant-Leadership) Inspiration: Hermann Hesse’s short novel Journey to the East in 1960’s ◦ Account of a mythical journey by a group of people on a spiritual quest True leadership stems first from a desire to serve Essays: The Servant as Leader (1970) The Institution as Servant (1972) Trustees as Servants (1972) Largely considered the father of modern Servant-Leadership

14. According to Greenleaf… Adapted from “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. That person is sharply different from one who is leader first… …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 not be further deprived?" OU Pastoral Cohort 3/201214

15. Ten Key Characteristics Listening Empathy Healing Awareness Persuasion Conceptualization Foresight Stewardship Commitment to the Growth of People Building Community Spears extracted 10 characteristics from Greenleaf’s work † Larry Spears was the President/CEO of the Greenleaf Center for 25 years. OU Pastoral Cohort 3/201215

16. Characteristic Breakout ServantLeader Awareness Persuasion Conceptualization Foresight Listening Empathy Healing Stewardship Commitment to People Building Community Breaking out Spears’ characteristics into 3 dimensions… SERVANT-LEADER OU Pastoral Cohort 3/201216

17. Characteristic Breakout ServantLeader Awareness Persuasion Conceptualization Foresight Listening Empathy Healing Stewardship Commitment to People Building Community Breaking out Spears’ characteristics into 3 dimensions… SERVANT-LEADER OU Pastoral Cohort 3/201217

18. Listening Servant leaders are excellent listeners. People understand that servant leaders want them to share their ideas and that these ideas will be valued. Listening is a skill that can be learned and is essential for those who desire to be a servant leader. Empathy Servant leaders can “walk in others’ shoes”. Leaders who are empathetic have earned confidence from others by understanding whatever situation is being faced. This characteristic is a skill that comes more naturally to some than others, but is pertinent for all who aspire to be a servant leader. Healing Servant leaders are people who others want to approach when something traumatic has happened. They are good at facilitating the healing process and others gravitate toward them when emotional needs arise. The ability to create an environment that encourages emotional mending is crucial for those who want to become great servant leaders. OU Pastoral Cohort 3/201218

19. OU Pastoral Cohort 3/201219 Characteristic Breakout ServantLeader Awareness Persuasion Conceptualization Foresight Listening Empathy Healing Stewardship Commitment to People Building Community Breaking out Spears’ characteristics into 3 dimensions… SERVANT-LEADER

20. OU Pastoral Cohort 3/201220 Awareness Servant leaders have a keen sense for what is happening around them. They are always looking for cues from the environment to inform their opinions and decisions. They hone their perceptions. They know what’s going on and will rarely be fooled by appearances. Knowledge of others perspectives is a curcial skill for development. Persuasion Servant leaders seek to convince others to do things rather than relying on formal authority. They are naturally very motivating and offer compelling reasons when they make requests. They never force others to do things. They provide opportunity and incentive. They recognize what motivates and what opportunities are valued.

21. Conceptualization Servant leaders nurture the ability to conceptualize the world, events and possibilities. They encourage others to dream great dreams and avoid getting bogged down by mundane realities and operations. They foster an environment that encourages thinking big and valuing the creative process. Those who want to be great servant leaders develop an environment that focuses on the conceptualization of divine goals. Foresight Servant leaders minimize ‘reaction’ through proactive methods of gauging trends and being open to change. They establish mechanisms to develop plans and keep them in motion. They encourage engagement and facilitate shared visioning. Servant leaders are prepared and proactive. They visualize goals which connect and advance “doing the right things for the right reasons”. They are conscience of the consequences of present decisions on future outcomes. OU Pastoral Cohort 3/201221

22. Characteristic Breakout ServantLeader Awareness Persuasion Conceptualization Foresight Listening Empathy Healing Stewardship Commitment to People Building Community Breaking out Spears’ characteristics into 3 dimensions… SERVANT-LEADER OU Pastoral Cohort 3/201222

23. Stewardship Servant leaders often are characterized by a strong sense of stewardship. Stewardship stems from medieval times when a steward would be assigned to hone the skills and development of the young prince to prepare him for his reign. A steward in an organization is responsible for preparing it for its destiny, usually for the betterment of society. When we describe a leaders as having a strong sense of stewardship, we refer to a desire to prepare the organization to contribute to the greater good of society. Making a positive difference in the future is characteristic of the stewardship mentality. OU Pastoral Cohort 3/201223

24. Servant leaders have a strong sense of community responsibility both within and outside their church. They work hard to foster this in an organization. They believe that an organization needs to function as an active active participant of the community at large (local, national, global). A servant leader instills a sense of community pride in all things relating to the mission and vision of the church. Building Community OU Pastoral Cohort 3/2012 Commitment to People Servant leaders commit in investment in people. They develop church members and staff. They express clear goals and work to help others understand. They dedicate time and self in continuous assessment and measured performance. They are coaches and mentors who value learning and varied methods and opportunities for all to learn. 24

25. Servant Characteristics Listening Active, not just passive 360°, top to bottom Listen completely before deciding Empathy Separate person from their actions Walk a mile in their shoes Personable with appropriate individuals Healing Help your church become whole Remember their history Build a future together There is a focus to serving others through these characteristics… † Over the course of our time together we will investigate and work to perfect these skills! OU Pastoral Cohort 3/201225

26. References Autry, James A.; The Servant Leader: How to Build a Creative Team, Develop Great Morale, And Improve Bottom-Line Performance. Three Rivers Press, New York, NY 2001. DeGraaf, Don; Tilley, Colin; Neal, Larry; Servant-Leadership Characteristics in Organizational Life. Greenleaf Center for Servant-Leadership. Westfield, Indiana. 2001. Greenleaf, Robert K.; Servant Leadership: A Journey into the Nature of Legitimate Power & Greatness. Paulist Press, Mawah, NJ. 1977, 1991, 2002. Hansel, T. ; Holy Sweat. Word. Dallas, TX. 1987. Hunter, James C.; The World’s Most Powerful Leadership Principle: How to Become a Servant Leader. Crown Business, New York, NY. 2004. Spears, Larry C., Lawrence, Michelle (et al); Practicing Servant Leadership: Succeeding Through Trust, Bravery, And Forgiveness. Jossey-Bass, San Fransisco, CA. 2004 Spears, Larry C.; Diary of Alpha Kappa Psi (article: Servant-Leadership). Gary L. Epperson, CAE. Spring 2008. Publications referenced, paraphrased or extracted from include the following: † OU Pastoral Cohort 3/201226