Even though the fruits born out of a servant leadership approach can vary depending upon one\u2019s perspective, the root of servant leadership remains the same \u2013 \u201cthe natural feeling that one wants to serve, to serve first\u201d (Northouse, 2016, p. 226). Having said that, the style and implementation methods in which a servant leader selects can also vary depending upon the construct and context of the situation. For instance, although a servant leader keeps a familiar host of universal characteristics in reserve for one-on-one interactions, the sequence, delivery method, timing, and make-up of groups requires a set of slightly different characteristics to coordinate activities. Based upon my experience leading groups, by integrating a stakeholder register as a means to persuade others, communicating foresight through meetings and finally, simply listening during group development can greatly boost efficiency and effectiveness in when coordinating group projects.<\/p>\n
In my experience, one of the most important actions a leader can take prior to assembling a group, consists of setting some time aside to reflect upon, strategize, or even interview for possible needs, relational conflicts, biases and desires of potential group members and stakeholders. Regardless of project scope or size, this data can be easily developed and documented in the form of a data table, or what is commonly referred to as a stakeholder register. This tool is very effective when applied throughout several project management processes, offering leaders, and if shared with the group, a means to efficiently understand each other, background, expectations, strengths, and sometimes weaknesses to accelerate group integration and the forming process so that the group can move efficiently onto tasks. As a servant leader works \u201cto convince others\u201d to join the group or persuade them to become willing participants in the visioning process, this tool not only maps skills, traits and experience, but gives the leader a sense of the overall group construct, showcasing helpful statistics to consider when choosing effective decision-making techniques, and the predictability in how the group would interact with each other and approach combined tasks (Spears, 2010, p. 28).<\/p>\n
Once the project group forms, meeting(s) should take place to formalize and legitimatize actions needed to charter the project and discuss the specific goals and objectives required to align with the vision. Even before specific roles and responsibilities are assigned, the most important action a servant leader can take during this initial process, involves setting the tone; which consequently, communicates openness and their ability to foresee the process to its successful end. In my experience, I have found storyboards to be a useful tool in sharing past mistakes and decisions as a means to pivot off those experiences, which subsequently communicates an \u201cethical dimension\u201d in terms of how accountable the servant leader is to both the result and the process (Northouse, 2016, p. 228). In his article, Larry C. Spears (2010) states that \u201cunderstanding lessons from the past, the realities of the present and likely consequences of a decision for the future\u201d will help the servant leader demonstrate a measure of authenticity which as a byproduct, strengthens consensus and increases the members\u2019 shared confidence in terms of quickly transitioning and synchronizing as a group as they move towards the assignment of roles and responsibilities (p. 28).<\/p>\n
Finally, when establishing roles and responsibilities for the group, a servant leader should simple be prepared to listen to other members. Unless the discussion requires an intervention to re-establish respectful discourse, or a necessary re-alignment to bring the conversation back on point, I prefer to wait until all members are heard so I can acknowledge their viewpoints and validate their perspectives in how they specifically relate, and apply to the goals and objectives. By allowing the will of the group to freely move, it helps the servant leader \u201cclarify that will\u201d which also reveals any observations or suspicions as it relates to bias in what is being said and what is unsaid (Spears, 2010, p. 27).<\/p>\n
Matt<\/p>\n
Northouse, P. G. (2016). Leadership: theory and practice<\/em> (Seventh ed.). Los Angeles: Sage Publications.<\/p>\n Spears, L. C. (2010). Character and servant leadership: Ten characteristics of effective, caring leaders. The Journal of Virtues & Leadership, 1<\/em>(1), 25-30.<\/p>\n","protected":false},"excerpt":{"rendered":" Even though the fruits born out of a servant leadership approach can vary depending upon one\u2019s perspective, the root of servant leadership remains the same \u2013 \u201cthe natural feeling that one wants to serve, to serve first\u201d (Northouse, 2016, p. 226). Having said that, the style and implementation methods in which a servant leader selects … <\/p>\n