Response to Pierre’s Post 4.1
Strategy Renewal, Execution and Organizational Design principles – Pierre’s spin (Post 4.1)
Thank you for sharing your series of thoughts that encourage me to engage and add a few thoughts
Servant leaders seek to involve others in decision-making, enhancing the growth of workers, valuing individual differences, and improving the quality of organizational life. The importance of the mindset and behaviors of the leaders as noted in Ungerer, Ungerer, Heroldt, (2016), and explained by van Dierendonck & Nuijten (2011); Hanse, Harlin, Jarebrant, Ulin, and Winkel, J. (2016) stated servant leaders prioritize the well-being and growth of their team. Also, focus on enabling employees to work more efficiently, be successful, and to feel responsible for their work. Accountability and commitment to the growth of people involve holding people accountable for the performance they can control. Servant leaders are committed to helping each person with intrinsic value that goes beyond their tangible contributions to the organizations.
What makes happy employees?
When employees feel engaged they feel; empowered, involved, consulted, supported, valued, a sense of belonging, collaboration, and meaningful work as really important to them. The role leaders play is providing learning opportunities. Learning and developing opportunities to employee shows the willingness of the leader to their team; therefore, leaders behaviors influence employee engagement. It is a choice to enhance the performance; then, leading to a positive organizational outcome. Schaubroeck, Lam, & Peng, (2011) explained, Servant leadership focuses on promoting integration among unit members and influencing the team performance through affect-based trust and team psychological safety. Affect-based trust is an interrelationship among the team members, involving shared objectives, through clear processes that have been outlined by leaders, and are more likely to develop high cognition-based trust in the leaders. Creating an efficient work environment for care, and support, encouragement, and acknowledgment are part of empowerment in the sense of building the relationship within the team.
The service-oriented approach of servant leaders wants to support and enhance the well-being of the team and bring the best among the employee and serve the community.
Reference
Hanse, J. J., Harlin, U., Jarebrant, C., Ulin, K., & Winkel, J. (2016). The impact of servant leadership dimensions on leader-member exchange among healthcare professionals. Journal of Nursing Management, 24(2), 228-234. doi:10.1111/jonm.12304
Schaubroeck, J., Lam, S. K., & Peng, A. C. (2011). Cognition-based and affect-based trust as mediators of leader behavior influences on team performance. Journal of Applied Psychology, 96(4), 863-871.
Van Dierendonck, D., & Nuijten, I. (2011). The servant leadership survey: Development and validation of a multidimensional measure. Journal of Business & Psychology, 26(3), 249-267. doi:10.1007/s10869-010-9194-1
Ungerer, M., Ungerer, G., & Herholdt, J. (2016). Navigate strategic possibilities: strategy formulation and execution practices to flourish. Randburg: KR Publishing. ISBN 978-1-869-22623-7. Retrieved from http://ezproxy.student.twu.ca:2956/eds/ebookviewer/ebook/ZTAwMHhuYV9fMTQyNzAyOF9fQU41?sid=978ecd5d-68db-489c-9ecb-1f013269a988@sessionmgr4010&vid=2&hid=/&format=EB