1. Professor of Leadership john@klinespeak.com or jkline@troy.edu
The Manager as Servant Leader Getting the Right Results for the Right Reasons
Dr. John A. Kline
Professor of Leadership
Troy University or

2. L & M: Questionable Distinctions
Leaders lead people; managers manage things
Leaders work for change; managers work for stability
Leaders focus on long-term; managers on short-term
Leaders have a vision; managers have objectives
Leaders appeal to the heart; managers to the head
Leaders find new roads; mangers take existing roads
Leaders—transformational; managers—transactional
Transactional: reward/punishment; do what I tell you
Transformational: inspires, motivates, encourages; often charismatic (but not narcissistic); transforms people and the organization
While I question these seven distinctions, I said this:

3. In a 2008 article for the Armed Forces Comptroller called “Managing People and Processes,” I wrote:
“Leadership without management is vision without fulfillment.” I also believe
“Management without leadership often yields stagnation and lost opportunities.” Therefore, the point is this:
Managers must also be leaders.
The question is: What kind of leaders?

4. Great Leaders
Inspire, motivate, encourage and promote transformation of an organization and its people. (Transformational Leadership)
Find good people, give them responsibility, and then help them succeed. (Shared Leadership)
Serve others and the organizations to which they belong. (Servant Leadership) Implies shared & transfor…
Please keep this point in mind: Leaders always bear responsibility for what happens. None of the statements above imply absence of a leader who bears ultimate responsibility; no organization will succeed for any length of time without one person at the top.

5. Overview of Servant Leadership
Traits or Attributes
Styles
Focus
Remember, the main idea today is: The Manager as Servant Leader: Getting the Right Results for the Right Reasons

6. Three Key Attributes of Servant Leaders ”Great leaders are servant leaders because it is the best way for them to serve the organization and others.”
Character—who you are
Competency—what you can do
Confidence—belief in yourself and your ability to lead others

7. Character: A list of some qualities
Inspiring—confident; get best out of people
Courageous—persevering to accomplish a goal
Honest—sincerity, integrity, displaying candor
Fair-minded—sensitive to well-being of others
Forward Looking—having a vision for the future
How would you rank these? 1 is top; 5 is last

8. Competency: OPM’s Five Requisites to be an SES “Manager”
Lead change
Lead people
Business acumen
Results driven
Communicate/Build Coalitions

9. Confidence Comes mainly from possessing Character and Competence
Exhibit Character—who you are and who you seem to be; and they should be consistent
Demonstrate Competence—know what you’re talking about; and show it
Think Strategically
Have the big picture
Have a plan
Set solid priorities
Show You can Handle Adversity
Look, Act & Feel Confident

10. Styles of Leadership—a test

11. Three Basic Styles of Leadership
Authoritarian
Participative
Delegative

12. Authoritarian Leader tells what to do and how to do it
Not simply bossing other people around
Valuable if time is short, information is known, and followers are motivated
Effective if others recognize and respect your authority; not effective if they don’t
All leaders must be able to show authority

13. Participative Lets others participate in decision-making
Effective if the leader has only part of the information; followers have other information
Promotes teamwork and sound decisions
Leader still responsible for decisions
Important point: The leader maintains final authority and responsibility

14. Delegative Leader delegates specific responsibilities
Delegates expected to make decisions
Effective when leader trusts others and knows they have necessary competencies
Leader still responsible for decisions
Important point: The leader maintains final authority and responsibility

15. Important Points
The most effective leaders use all three styles depending on the situation; that is, they use each style at appropriate times
You can be a servant leader irrespective of the style you use; in fact, servant leaders must be able to use all three styles
Effective servant (sharing/transformational) leaders focus on both the task and the people doing it; and they avoid over-focusing on one or the other — let’s talk about this

16. Task-focused Leaders Basic assumptions
People can’t or won’t direct their own behavior
Individuals are often indifferent to group goals
Leaders often communicate this by
Telling not only what to do but how to do it
Controlling or discouraging open communication
Followers often respond by
Performing to the leader’s “low” expectations
Resisting responsibility; starting rumors; trying to discover “company secrets”

17. People-focused Leadership
Basic assumptions
People are intrinsically motivated and will assume responsibility; people are basically good
Conflicts/tensions must be reduced at all costs
Leaders often communicate this by
Emphasizing individual needs over organizational ones
Letting individual desires override task accomplishment
Followers often respond by
Creating an appearance of harmony in the group or organization while relieving conflicts elsewhere
Showing dissatisfaction when leaders issue directives

18. Dual-focused Leadership
Basic assumptions
Flexibility is important
Individual and group needs should be consistent
Leaders communicate this by
Demonstrating a willingness to adjust & be flexible
Expecting a certain return for flexibility; task must be accomplished
Followers respond with
Increased esteem for self and group; more open communication
Increased productivity while bringing individual behavior in line with group objectives

19. So what can we conclude?
Effective leaders show concern about both the task and the people
You need to know what style—authoritarian, participative and delegative—fits you, the people you lead and the situation
You will be most effective if you possess strong character, competence and confidence
Great leaders are servant leaders because it is the best way for them to serve the organization and others.

20. Characteristics of Servant-Leaders
Communicate: vision; plan; why to follow
Listen: for information; to understand people
Implement change
Mentor future leaders
Motivate/Encourage others
This is my list—it coincides with what others say and it requires: Character, Competency and Confidence

21. The main idea: The Manager as Servant Leader: Getting the Right Results for the Right Reasons
Servant leadership is good.
Self-centered, selfish, purely transactional leadership may work in the short term; but it simply won’t work over the long haul.
Transformational, shared, servant-leadership results in greater productivity and worker/follower satisfaction.
Therefore: Managers who are servant leaders get the right results and they get them for the right reason.

22. Professor of Leadership john@klinespeak.com or jkline@troy.edu
The Manager as Servant Leader Getting the Right Results for the Right Reasons
Dr. John A. Kline
Professor of Leadership
Troy University or