We’ll continue our exploration of various implementations of servant leadership begun in the previous post, where we examined “serve while leading” and “lead while serving.”
Whereas the notion of ‘while’ indicated somewhat parallel notions and activities of service and leadership operating within one’s role, the reality we explored is that more often they meld or mask one another and so lose their respective strengths, and responsibilities.
In this post, we’ll explore the more impactful dynamic of ‘by’ rather than ‘while.’ Continue reading “Servant ~by~ Leadership”
The more time I spend with the concept of servant leadership, the more I find it to be going the way of the notion of ‘leadership’ generally: regularly defined as including nearly every positive virtue imaginable, so that it becomes an amorphous and unhelpful catch-all category which somehow still receives nods of affirmation as a worthwhile perspective. We like the sound of the term and have decided to elevate the idea, even though we usually don’t know exactly what we’re talking about. (See: Leader: the ideal human being?)
Following on from our recent 2-part series on Follower-Focused Servant Leadership, in this post and the following one, I’ll offer four additional perspectives on ‘servant leadership,’ each of which seems to be occasionally intended when using the term, and yet they are significantly different ways of leading, in my opinion. Continue reading “Servant ~while~ Leadership”
In conversation with a colleague recently, I discovered how broad the notion of ‘servant leadership’ has become. From Greenleaf’s presentation—from which I would summarize servant leadership as being focused on the development of the organization and its followers—to simple notions of exhibiting varying degrees of humility or altruism, ‘servant leadership’ is in danger of becoming so broad and ambiguous of a concept that it will lose relevance as a helpful platform for communication and reflection. Continue reading “Follower-Focused Servant Leadership, Part 1”
The notion of servant leadership has been en vogue in recent decades, fueled in part by Robert Greenleaf publishing his classic text in 1977. Given our cultural fascination with leadership, and our desire to imbue the concept of leadership with as many positive qualities as possible (see, “Leader: the ideal human being?“), it’s not surprising that the combination of leadership and servanthood became a popular notion.
As the idea of followership continues to be explored in more recent years, it’s worthwhile to consider how excellent followership and servant leadership are the same or different. Are they simply two perspectives on the same characteristics? Or is there an important distinction that should be part of our consideration? Continue reading “Servant Leadership & Excellent Followership”