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(Black, 2015)
(Paul & Fitzpatrick, 2015)
Brandon Chappell
Angelo State University
Servant leaders emphasize the growth and development of followers (Paul & Fitzpatrick, 2015). The skills of the servant leader are used for the purpose of serving others (Johnson, Grazulis, & White, 2014).
Transformational leaders transcend beyond their own self-interests to do what is best for the organization or group.
These leaders utilize their personal values to support the goals of the group by creating a cooperative and trusting environment.
(Stone, Russell, & Patterson, 2004)
The two tenets of transformational leadership are (1) that "change is the central purpose of leadership, and (2) leadership transcends one's position in an organizational hiearchy" (Harrison, 2011 p. 45).
The focus of servant leadership is to understand the role of a leader as a servant; to serve and meet the needs of others. A servant leader develops people and helps them strive while providing vision, and influencing others.
(Stone, Russell, & Patterson, 2004)
Servant leaders feel the need to put their followers first. They provide an open and caring atmosphere to make a difference in the lives of others.
(Paul & Fitzpatrick, 2015)
Paul and Fitzpatrick (2015) describe the five constructs of servant leadership as:
The four primary behaviors that are indicative of transformational leadership are:
(Stone, Russell, & Patterson, 2004)
(Stone, Russell, & Patterson, 2004)
(Stone, Russell, & Patterson, 2004)
(Stone, Russell, & Patterson, 2004)
(Stone, Russell, & Patterson, 2004)
"Servant leaders show commitment to helping their followers recover from hardship or trauma" (Paul & Fitzpatrick, 2015 p. 29).
Servant leaders show empathy and understanding while making those who have been broken feel whole.
(Paul & Fitzpatrick, 2015)
Wisdom involves the servant leaders' attentiveness to detail, self-awareness, and environmental consciousness. Sharing this knowledge to empower followers is an important aspect of wisdom in terms of servant leadership.
(Paul & Fitzpatrick, 2015)
Persuasive mapping is the servant leaders' ability to persuade rather than coerce (Paul & Fitzpatrick, 2015).
References
Black, S. A. (2015) Qualities of effective leadership in higher education.
Open Journal of Leadership, 4, 56-66. doi:10.4236/ojl.2015.42006
Johnson, K. A., Grazulis, J., & White, J. K. (2014). "Sleep out on the Quad":
An Opportunity for Experiential Education and Servant Based Leadership. Critical Questions In Education, 5(3), 232-241.
Paul, W. K., & Fitzpatrick, C. (2015). Advising as Servant Leadership:
Investigating Student Satisfaction. NACADA Journal, 35(2), 28-35.
Stone, A. G., Russell, R. F., & Patterson, K. (2004). Transformational versus
servant leadership: A difference in leader focus. Leadership & Organization Development Journal, 25(4), 349-361. doi:10.1108/01437730410538671