{"id":388,"date":"2018-05-27T04:30:02","date_gmt":"2018-05-27T04:30:02","guid":{"rendered":"https:\/\/create.twu.ca\/twuwafasiyam\/?p=388"},"modified":"2018-05-27T05:28:20","modified_gmt":"2018-05-27T05:28:20","slug":"servant-leadership-unit-4-la-2","status":"publish","type":"post","link":"https:\/\/create.twu.ca\/twuwafasiyam\/servant-leadership-unit-4-la-2\/","title":{"rendered":"Servant Leadership- Unit 4-LA 2"},"content":{"rendered":"<h2><strong>Servant Leadership- Unit 4-LA 2<\/strong><\/h2>\n<blockquote class=\"wp-embedded-content\" data-secret=\"lZy3dwEVJ0\"><p><a href=\"https:\/\/create.twu.ca\/ldrs500\/unit-4\/unit-4-learning-activities\/\">Unit 4 Learning Activities<\/a><\/p><\/blockquote>\n<p><iframe loading=\"lazy\" class=\"wp-embedded-content\" sandbox=\"allow-scripts\" security=\"restricted\" style=\"position: absolute; visibility: hidden;\" title=\"&#8220;Unit 4 Learning Activities&#8221; &#8212; Leadership 500\" src=\"https:\/\/create.twu.ca\/ldrs500\/unit-4\/unit-4-learning-activities\/embed\/#?secret=Io2JcLi4Oe#?secret=lZy3dwEVJ0\" data-secret=\"lZy3dwEVJ0\" width=\"525\" height=\"296\" frameborder=\"0\" marginwidth=\"0\" marginheight=\"0\" scrolling=\"no\"><\/iframe><\/p>\n<p>Servant leadership is a unique leadership philosophy that defined by Greenleaf (1971) as \u201cbegins with a natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead\u201d (as cited in Northouse, 2018, p. 220). Spears (2002) identified ten characteristics conceptualize the servant leadership model as; a) Listening, b) Empathy, c) Healing, d) Awareness, e) Persuasion, f) Conceptualization, g) Foresight, h) Stewardship, i) Commitment to the growth of people, J) Building community (as cited in Northouse, 2016, p.221-223).<\/p>\n<p>The three main components of servant leadership model noted from Liden, Wayne, Zhao, and Henderson (2008) and Liden, Panaccio, Hu, and Meuser (2014) are antecedent conditions, servant leader behaviors, and leadership outcomes (as cited in Northouse, 2016, p.225).<br \/>\nServant leaders focus on creating conditions that enhance followers\u2019 well-being and functioning; thereby facilitate the shared vision and trust that are necessary for the organization (Van Dierndoneck, 2011). This approach emerged from a previous focus on transformational leadership approach. The conditions that influenced the leader to become a servant leader are Organizational culture and context, leader\u2019s attributes, followers receptivity (Northouse, 2016). The Internalized values of SL explained by Van Dierndoneck, (2011) such as honesty, fairness, integrity, and justice are rooted to have a significant impact on followers.<\/p>\n<p>SL behaviors viewed by Linden, Wayne et al., (2008) as a multidimensional included conceptualizing, emotional healing, putting followers first, helping followers grow and succeed, behaving ethically, empowering, and creating value for the community (as cited in Northouse, 2016). Followers experience a higher leader-member exchange (LMX) quality in a dyadic relationship with SL, produce multiple positive outcomes on their performance and growth; therefore, they influence the organizational performance (OCB) and have a\u00a0positive impact on society (Van Dierndoneck, 2011; Northouse, 2016, p.182).<\/p>\n<p>Awareness is a rooted quality in servant leaders\u2019 trait that \u201cmakes them acutely attuned and receptive to their physical, societal, and political environment\u201d and wide extent, to understand oneself and the impact one has on others (Northouse, 2016, p.222). Servant leaders aware of followers needs, and as explained and exemplified by Coleen Barrett( president of Southwest Airlines) \u201c at the top of our pyramid at the most important priority we have is our employee. I spent 85 % of my time on employee and delivering proactive customer service, and then employee try to serve the second customer in our pyramid is the passenger, who receive a proactive customer service\u201d (KnowledgeAtWharton, 2008). The employee who served as leaders, will model this behavior and serve customers. SL is an employee-oriented style of leadership\u00a0that facilitate positive job behavior, and positive job behavior mediates the relationship between SL and higher performance (Searl &amp; Barbuto, 2011). Another example of SL exemplified by Mother Teresa as one of the greatest humanitarians of the 20th century. She combined profound empathy and a passionate commitment to her cause with incredible organizational and managerial skills that allowed her to develop a vast and active international organization of missionaries to help impoverished citizens all across the globe.<\/p>\n<p>Self- awareness considered as a foundation for emotional intelligence (Goleman, 2017) needed by servant leaders to manage emotions. Mayer and Salovey\u2019s (1997) summarized EI as (a) the ability to perceive, appraise, and express emotion through recognizing and monitoring emotions in oneself and others; (b) the ability to access, understand and use emotions as necessary to communicate feelings or influence other cognitive processes; (c) the ability to sense, analyze and understand emotions in terms of how to best use emotional understandings to discern intensity, contradictory emotions, and sequences of emotions; and (d) the ability to regulate emotions through engaging, disengaging, reflecting upon, and evaluating emotions so as to promote positive over negative emotional exchanges (as cited in Parolini, 2005).<\/p>\n<p>The servant leaders with high EI, understand the emotional state and the needs of others, share leadership with followers, take an active and keen interest in providing quality service to customers; therefore, they resonate with their surroundings (Mukonoweshuro &amp; Sanangura, 2016). The ethical practice of self-awareness by leaders will help improve personal behaviors and the interrelationship with followers during the process of influence and exchange. When uncertainty affects one\u2019 organization, SL may be more effective because they emphasize the needs of individuals first.<br \/>\nI agree with John Maxwell (2013) statement about different leadership levels; it\u2019s a learning growing process. People follow you because of who you are and what you have done. Servant leadership.<\/p>\n<p>&nbsp;<\/p>\n<p><strong>Reference<\/strong><\/p>\n<p>Goleman, D. (2017, Jan 12). Self- Awareness: The foundation of Emotional Intelligence [web blog post]. Retrieved form ttps:\/\/www.linkedin.com\/pulse\/self-awareness-foundation-emotional-intelligence-daniel-goleman<\/p>\n<p>JohnMaxwellCo (2013, Sep 10). John Maxwell The five levels of leadership [Video file]. Retrieved from\u00a0https:\/\/www.youtube.com\/watch?v=aPwXeg8ThWI<\/p>\n<p>KnoweledgeAtWharton (2008, July 9). Southwest Airlines&#8217; Coleen Barrett on &#8216;Servant Leadership&#8217; [Video file]. Retrieved from\u00a0https:\/\/www.youtube.com\/watch?v=6TgR95vnM0c<\/p>\n<p>Northouse, P. G. (2016). Leadership: Theory and practice. Sage publications.<\/p>\n<p>Van Dierendonck, D. (2011). Servant leadership: A review and synthesis. Journal of Management 37(4), 1228-1261.<\/p>\n<p>Van Dierendonck, D., Stam, D., Boersma, P., de Windt, N., &amp; Alkema, J. (2014). Same difference? Exploring the differential mechanisms linking servant leadership and transformational leadership to follower outcomes. <em>Leadership Quarterly,<\/em>25(3), 544-562<\/p>\n<p>Mukonoweshuro, Jeskinus &amp; Sanangura, Cleopas. (2016). The role of servant leadership and emotional intelligence in managerial performance in a commercial banking sector in Zimbabwe. Banks and Bank Systems. 11. 94-108. doi10.21511\/bbs.11(3).2016.10. Retrieved from https:\/\/www.researchgate.net\/publication\/309141829_The_role_of_servant_leadership_and_emotional_intelligence_in_managerial_performance_in_a_commercial_banking_sector_in_Zimbabwe<\/p>\n<p>Parolini, J. (2005). Investigating the relationships among emotional intelligence, servant leadership behaviors and servant leadership cultures. <em>Servant leadership research roundtable. <\/em>Retrieved from https:\/\/www.scribd.com\/document\/211473318\/EI<\/p>\n<p>Searle, T.P., and Barbuto, J.E. (2011). Servant Leadership, Hope, and Organizational Virtuousness: A Framework Exploring Positive Micro and Macro Behaviors and Performance Impact. <em>Journal of Leadership &amp; Organizational Studies<\/em> 18(1), 107-117.<\/p>\n<p>&nbsp;<\/p>\n","protected":false},"excerpt":{"rendered":"<p>Servant Leadership- Unit 4-LA 2 Unit 4 Learning Activities Servant leadership is a unique leadership philosophy that defined by Greenleaf (1971) as \u201cbegins with a natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead\u201d (as cited in Northouse, 2018, p. 220). Spears (2002) identified ten &hellip; <\/p>\n<p class=\"link-more\"><a href=\"https:\/\/create.twu.ca\/twuwafasiyam\/servant-leadership-unit-4-la-2\/\" class=\"more-link\">Continue reading<span class=\"screen-reader-text\"> &#8220;Servant Leadership- Unit 4-LA 2&#8221;<\/span><\/a><\/p>\n","protected":false},"author":226,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[55,70],"tags":[],"class_list":["post-388","post","type-post","status-publish","format-standard","hentry","category-ldrs-500","category-unit-4-la-2"],"_links":{"self":[{"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/posts\/388","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/users\/226"}],"replies":[{"embeddable":true,"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/comments?post=388"}],"version-history":[{"count":5,"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/posts\/388\/revisions"}],"predecessor-version":[{"id":393,"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/posts\/388\/revisions\/393"}],"wp:attachment":[{"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/media?parent=388"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/categories?post=388"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/create.twu.ca\/twuwafasiyam\/wp-json\/wp\/v2\/tags?post=388"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}