Robert Greenleaf's Servant Leadership Theory
Servant Leadership
Lorie A. Massey
Grand Canyon University: Organizational Behavior and Management
July 1, 2013
Leadership is said to be one of the most widely researched social influence processes in the behavioral sciences probably because the success of all organizations depends on how effective and efficient their leaders are (Parris & Peachey, 2012). One of the most renowned and studied leadership theories is that of servant leadership. Robert Greenleaf is credited for creating the theory defined as servant leadership that emphasizes the concept that leaders should be servants first to those who are thought to serve them and identifies that organizations are supposed to create people who can build a better tomorrow …show more content…
The progression of developing future leaders is prevalent within the organization that I have been part of for the past 16 years through a process called “talent mapping”. This activity occurs at the same time each year where each leader completes a self-evaluation and provides critical insight to the person that manages them related to areas each believes they have room to grow and improve upon. I recently completed mine and identified growth opportunities in the areas of ability to influence others and strategic thinking. Each leader then meets with the person to whom they directly report to in order to develop a strategic self-growth plan to focus on over the next year. I recently had the opportunity to sit down with the person to whom I directly report who happens to be the Chief Executive Officer. This gave both of us the opportunity to collaborate and identify the area of growth that should be my primary focus and would ultimately benefit me the most as a leader and would expand my capabilities. When my CEO described the process it was overwhelmingly clear that it was about development prospects for me and not her. Being in the position of CEO, she was able to provide a great amount of insight, feedback and ideas on how I could take my leadership to the next level. I equate this to the expert power base that is the ability to influence someone else’s performance through knowledge, experience, or judgment the other person doesn’t have but needs (Wiley, 2011). The second part of the process begins mid-year and is called “recalibration” that involves extended input from the entire c-suite team on individual growth plans and progress. This part of the process brings into the mix the overall facility and system strategic initiatives whereby it is ensured that all leaders are moving in the same direction and towards the same
Lorie A. Massey
Grand Canyon University: Organizational Behavior and Management
July 1, 2013
Leadership is said to be one of the most widely researched social influence processes in the behavioral sciences probably because the success of all organizations depends on how effective and efficient their leaders are (Parris & Peachey, 2012). One of the most renowned and studied leadership theories is that of servant leadership. Robert Greenleaf is credited for creating the theory defined as servant leadership that emphasizes the concept that leaders should be servants first to those who are thought to serve them and identifies that organizations are supposed to create people who can build a better tomorrow …show more content…
The progression of developing future leaders is prevalent within the organization that I have been part of for the past 16 years through a process called “talent mapping”. This activity occurs at the same time each year where each leader completes a self-evaluation and provides critical insight to the person that manages them related to areas each believes they have room to grow and improve upon. I recently completed mine and identified growth opportunities in the areas of ability to influence others and strategic thinking. Each leader then meets with the person to whom they directly report to in order to develop a strategic self-growth plan to focus on over the next year. I recently had the opportunity to sit down with the person to whom I directly report who happens to be the Chief Executive Officer. This gave both of us the opportunity to collaborate and identify the area of growth that should be my primary focus and would ultimately benefit me the most as a leader and would expand my capabilities. When my CEO described the process it was overwhelmingly clear that it was about development prospects for me and not her. Being in the position of CEO, she was able to provide a great amount of insight, feedback and ideas on how I could take my leadership to the next level. I equate this to the expert power base that is the ability to influence someone else’s performance through knowledge, experience, or judgment the other person doesn’t have but needs (Wiley, 2011). The second part of the process begins mid-year and is called “recalibration” that involves extended input from the entire c-suite team on individual growth plans and progress. This part of the process brings into the mix the overall facility and system strategic initiatives whereby it is ensured that all leaders are moving in the same direction and towards the same