SERVANT LEADERSHIP
Being a servant leader starts from the inherent feeling that one desires serve people and while placing his or her focus on the followers , so that the followers who are community members get more attention that the organization it self . A leader of a non-profit or public organization should have characteristics that borders on wisdom, altruistic calling and stewardship. This will enable the leader to align with the general theory of servant leadership where the leader is first a servant.
Listening is one such characteristic, which is a form an important feature in communication and decision making. Decision making and communication should be fortified by a deep sense of commitment to listen to people (Northouse, 2016). The public or public organization leadership starts with listening and identifying the needs and the will of the community, which makes it possible to identify such needs. Listening encompasses being in touch with the inner voice and reflecting on what a leader knows is best for the community or public (Ambali et. al 2011).
Empathy requires the servant-leader to understand, accept and recognize the people for their unique and special spirits. The leader must assume that even their fellow-workers have good intention for the wellbeing of the public and community, and not reject them even if they do not accept specific performance behaviors (Grant, 2012). In an organization, servant-leaders succeed if they are able to embrace empathetic listening skills.
A healing characteristic is important to a servant leadership, which helps in integration and transformation. A servant leader should be able to heal themselves and relationship with others (Northouse, 2016). In an organization that deals with the community needs, one is bound to come across people who have emotional hearts and broken spirits. Servant leaders recognize the need to make whole such people when they come into contact with them.
Persuasion is an important characteristic for servant leadership since leaders have to rely on it rather than on their authority in making decisions. It enables the servant-leader to build consensus effectively within a group in organizations, convince group members rather than coerce them into accepting them important decisions and changes in the organization (Northouse, 2016). This is important when directing collective focus in providing services needed by the community.
Foreseeing is an important feature for the servant leader, and involves the ability to predict the possible outcome of a given situation. Foresight enables the leader to use the lessons learnt in the past and present realities to prepare for the possible future consequences of a decision (Northouse, 2016). This is important in non-profit or public organizations which mostly deal with community and public challenges that are normally dynamic and require diverse solutions.
Stewardship should be embraced by the servant leader, since they are mostly mandated to hold various resources in trust for the public and community. In an organization, the leader must impart the same quality to other staffs or even trustees since they all have an essential role in holding the resources of the organization in trust for the good of the overall society. Stewardship quality in servant leadership assumes that the first commitment involves services to others’ needs, while emphasizing the need for persuasion and transparency instead of imposing control of what one is entrust with (Ambali et. al 2011).
People’s growth commitment is also important for servant leaders, which involves helping other people in the organization to grow and develop professionally and personally (Northouse, 2016). These leaders should have an understanding that other people can offer something more than just tangible contributions. In the organization environment, the leaders have to ensure they help employees to achieve growth and development in various ways and help them to reach their real potential (Grant, 2012). Therefore, these people will be ready and willing to provide best quality of services to the public and community that are served by the organizations.
Building community is another characteristic that the leader should exude and it stems from a strong sense of working for the community and enhancing its organization. Such leaders have to understand that the organization needs to operate as a community and hence endeavor in building such a community within the organization (Northouse, 2016). From local community to large organizations, the leadership should ensure that they shape and change perception of humanity among the workers .The ability to build a community enables the identification of the means through which all the employees of public or non-profit making institutions will provide the necessary and quality services (Northouse, 2016).
While servant leadership may consist of an overtone that seems to indicate that good leaders are servants first, it conflicts with various principles of goal setting, vision creation and directing (Northouse, 2016). A leader may be unable to carry out such functions if they lack authority over their followers. When employees seen their needs being served by their manager, they may view him as a less authoritative figure. The second challenge is that servant leadership may fail to achieve the influence expected of a leader, since there lacks a mechanism through such influence can be incorporated in real managerial functions.
References
Northouse, P. G. (2016). Leadership: Theory and practice . Sage Publications. 7. Ed. 225-254
Ambali, A. R., Eissa, G. S., Bakar, A. N., Hashim, R., & Tariq, Z. (2011). Servant leadership’s values and staff’s commitment: policy implementation focus Abdul Raufu. American Journal of Scientific Research, 13(1), 18-40.
Grant, A. M. (2012). Leading with meaning: Beneficiary contact, prosocial impact, and the performance effects of transformational leadership. Academy of Management Journal, 55(2), 458-476.
