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The Principles of Servant Leadership

The Principles of Servant Leadership. In Student Life Ashland University Servant Leadership House Dr. Dan Lawson. Who is this Guy?. Dr. Dan Lawson Dean of Religious Life, Ashland University. What’s happening today?. The origin of servant leadership theory Greenleaf The Bible

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The Principles of Servant Leadership

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  1. The Principles of Servant Leadership In Student Life Ashland University Servant Leadership House Dr. Dan Lawson

  2. Who is this Guy? Dr. Dan Lawson Dean of Religious Life, Ashland University

  3. What’s happening today? • The origin of servant leadership theory • Greenleaf • The Bible • Current studies in servant leadership • What are we doing at Ashland University?

  4. Robert Greenleaf • The Servant as Leader – 1970 • Servant leadership: A journey into the nature of legitimate power and greatness – 1977 • Journey to the East - 1956 Greenleaf 1904 – 1990 Hesse 1877-1962

  5. Listening Empathy Healing Awareness Persuasion Conceptualization Foresight Stewardship Commitment to the growth of people Building community The Ten Characteristics

  6. Listening • the servant-leader will reinforce these skills by a deep commitment to listen intently to others. He or she seeks to listen receptively to what is being said (and not said!) Spears, L. C. (2003). Introduction: Understanding the growing impact of servant-leadership. In The servant-leader within: A transformative path (pp. 13-28). New York: Paulist Press.

  7. Empathy • People need to be accepted and recognized for their special and unique spirit. Spears, L. C. (2003). Introduction: Understanding the growing impact of servant-leadership. In The servant-leader within: A transformative path (pp. 13-28). New York: Paulist Press.

  8. Healing • servant-leaders recognize that they have an opportunity to help make whole those with whom they come into contact Spears, L. C. (2003). Introduction: Understanding the growing impact of servant-leadership. In The servant-leader within: A transformative path (pp. 13-28). New York: Paulist Press.

  9. Awareness • Awareness helps one in understanding issues involving ethics, power, and values. Spears, L. C. (2003). Introduction: Understanding the growing impact of servant-leadership. In The servant-leader within: A transformative path (pp. 13-28). New York: Paulist Press.

  10. Persuasion • The servant leader seeks to convince others rather than coerce compliance. Spears, L. C. (2003). Introduction: Understanding the growing impact of servant-leadership. In The servant-leader within: A transformative path (pp. 13-28). New York: Paulist Press.

  11. Conceptualization • Dream great dreams and think beyond the day-to-day realities. • Keep a journal • Find a mentor • Vision quest Spears, L. C. (2003). Introduction: Understanding the growing impact of servant-leadership. In The servant-leader within: A transformative path (pp. 13-28). New York: Paulist Press.

  12. Foresight • lessons from the past, the realities of the present, and consequence of a decision for the future Spears, L. C. (2003). Introduction: Understanding the growing impact of servant-leadership. In The servant-leader within: A transformative path (pp. 13-28). New York: Paulist Press.

  13. Stewardship • “holding something in trust for another.”

  14. Commitment to the growth of people • people have intrinsic value Spears, L. C. (2003). Introduction: Understanding the growing impact of servant-leadership. In The servant-leader within: A transformative path (pp. 13-28). New York: Paulist Press.

  15. Building Community • true community can be created Spears, L. C. (2003). Introduction: Understanding the growing impact of servant-leadership. In The servant-leader within: A transformative path (pp. 13-28). New York: Paulist Press.

  16. Where did servant leadership really get started? • whoever wants to become great among you must be your servant, and whoever wants to be first must be your slave(Matthew 20:26,27) Sendjaya, S., & Sarros, J. C. (2002). Servant Leadership: Its origins, development and application in organizations. Journal of Leadership and Organizational Studies, 9(2), pp. 57-64.

  17. Other examples of servant-leadership Max De Pree • I serve because I’m the leader. • I am the leader because I serve

  18. Servant first • Servant-leaders see themselves as aservant first.(Greenleaf, 1997) • The stewardship of the people they lead is a critical characteristic of a servant-leader. Block, P. (1993). Stewardship: Choosing service over self-interest. San Francisco: Berrett Koehler. Jesus was deeply secure in his identity Ford, L. (1991). Transforming leadership: Jesus' way of creating vision, shaping values, and empowering change. Downers Grove, IL: InterVarsity Press.

  19. Servant-leadership really works 1. openness and fairness 2. camaraderie/friendliness 3. opportunities 4. pride in work and company 5. pay/benefits 6. security Levering, R. & Moskowitz, M. (2000). The 100 best companies to work for in America. Fortune, 141(1), 82-110.

  20. To empty Not his deity but its prerogatives Not to be served but to serve We desire to be like him Kenosis Philippians 2

  21. A new model for Servant-leadership Patterson, K.A. (2003), “Servant leadership: a theoretical model”, Dissertation Abstracts International, Vol. 64 No. 02, p. 570, UMI No. 3082719. • teachable; • concern for others; • controlled discipline; • seeking what is right and good for the organization; • showing mercy in beliefs and actions with all people; • focusing on the purpose of the organization and on the well-being of the followers; and • creating and sustaining peace in the organization – not a lack of conflict, but a place where peace grows.

  22. Expanding Patterson’s Model Winston, B.E. (2003), “Extending Patterson’s servant leadership model: explaining how leaders and followers interact in a circular model”, paper presented at the Servant Leadership Research Roundtable, Regent University, Virginia Beach, VA, available at: www.regent.edu/acad/cls/2003ServantLeadershipRoundtable/

  23. Servant-leadership in Higher Education • Morale & performance improved • The model works • Employees motivated out of a sense of calling. • Leader viewed as a model leader. • Values lead to intent to behave Winston, B. E. (2004). Servant leadership at Herritage Bible College: a single-case study. The Leadership and Organizational Develolpment Journal, 25(7), 600-617.

  24. Where do we go from here? Our Mission: The Servant Leadership Program at Ashland University seeks to create an environment where students are empowered to serve others in their communities, state, nation and world; encouraged to explore their spiritual development; and enabled to enhance their leadership skills while living together in a positive learning community. Principles and practice Benefits of service Social issues and injustices Civic responsibility Leadership skills Spirituality and faith Philosophy of leadership, service, and faith http://www.ashland.edu/commserv/servantleadership.html

  25. What are your questions?

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