In the article for this activity, the Speers lists ten important characteristics of servant leaders (Spears, 2010, pgs. 27-28). Among these ten characteristics of a servant team leader, three that I value highly are: Listening, Awareness and Conceptualization. When coordinating a group project, a leader should at all times be listening to all conversations and ideas. Spears states that a servant leader should not only listen to what is said, but also “listen to what is unsaid” (Spears, 2010, pg. 27). This means a leaders should take time to reflect on conversations and meeting dialogue. This process “is essential to the growth and well-being of the servant leader” (Spears, 2010, pg. 27). In my opinion, listening further enables empathy, healing and commitment to the growth of people. Listening facilities the servant leader’s thinking and gives him or her more time to be more articulate and gain insights.
Awareness enables the servant leader to better focus, to more accurately analyze and be more discerning. Awareness is the opposite of “solace” because when the servant leader is aware, he or she is “sharply awake” and alert (Spears, 2010, pg. 27). When coordinating a group project, a servant leader can demonstrate Awareness by asking precise questions, evaluating body language, by being objective, analytical, flexible and teachable.
Conceptualization is the ability to analyze a situation by viewing it from “beyond day-to-day realities” (Spears, 2010, pg. 28). Servant leaders must, when coordinating a group project, think longer term and more “visionary” than conventional leaders (Spears, 2010, pg. 28). The servant leaders needs to combine both the day-to-day processes and the vision of the group. This helps group members stay on task while protecting them from becoming overwhelmed.
The servant leader, by being cognizant of daily processes and long-term goals and objectives, must consistently convey the same balance to team members. The team members are more aware of the value of the project, in and of itself, at the same time being appreciative of the value of the results in the big picture. Seeing the value of the project, in the big picture of the entire organization, enhances the perceived value of the individual group project.
Question
What are practical ways a Servant Leader can balance thinking about the day-to-day processes and the long term? Do you have an example of a leader who had achieved this balance?
Reference
Spears, Larry C. (2010). Character and Servant Leadership: Ten Characteristics of Effective, Caring Leaders. The Journal of Virtues & Leadership, 1(1), 25-30.