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Servant Leadership Trends and Impact on Business
Dr. Oris Guillaume, Shorter UniversityDr. Andrew Honeycutt, Shorter University
Amy R. Savage-Austin, PhD – Shorter University
Clute instituteThe 2013 Key West International Academic Conference
Topics
Created by Dr. O. Guillaume
Introduction
Purpose of the Study
and backgroun
d
Definition
Characteristic of
Servant leadership
Main issue
Key Trends Conclusion
References
Introduction
Created by Dr. O. Guillaume
The benefits of practicing servant
leadership becomes a critical success
factor in any business
Servant leadership takes many forms,
some outside corporate
boardroom and office
Servant Leadership is in the mist of business today.
Servant Leadership (SL) has been in the
forefront of business theory for
years.
Leadership in the 21st century must
deal with problems of:
Global uncertainty, chaos, innovation,
change, dynamism, flux, speed,
interconnectedness, and complexity
This study will apply the theories of
Servant Leadership to the concerns of
outsourcing, internet-related business and the trends associated
with the Baby Boomer generation.
Purpose of the Study and Background
Created by Dr. O. Guillaume
The aim of this study was to examine Servant-Leaderships trends that have an impact on today’s business.
Few studies describe the practice of servant leadership within businesses today.
Given these opportunities of significant research, the need for this study was evident.
This study also exposed the 10 characteristics of servant leadership developed by Greenleaf and Spears.
• servant leaders clarified a group by listening receptively to what is being saidListening
• servant leaders strived to understand and empathize with othersEmpathy
• :servant leaders had the potential for healing self and othersHealing
• servant leadership was strengthened by general awareness, and especially self-awarenessAwareness
• servant leaders relied upon persuasion, rather than positional authority, in making decisions within an organization
Persuasion• servant leaders sought to nurture their abilities to
dream numerous dreams;Conceptualization• servant leaders could foresee the likely outcome of a
situation in the futureForesight• servant leaders’ ultimate commitment was to serve
the needs of others;Stewardship• servant leaders were deeply committed to the
personal, professional, and spiritual growth of every individual within the institution; and
Commitment• servant leaders sought to identify means of building
community among those who work within a given institution
Building Community
Characteristic of Servant Leadership
Created by Dr. O. Guillaume
Main Issues
Created by Dr. O. Guillaume
• 1- Outsourcing, 2- Internet-Related Business, 3- Baby Boomer Generation
The researchers seek to identify and analyze the following three
major businesses
trends
How businesses
today influence servant
leadership and the selected business trends?
What do servant leaders observe
and practice with the selected
business trends?
How do business trends
perceive servant
leadership factors?
Key Trends-
Created by Dr. O. Guillaume
Servant Leaders
hip
Outsourcing Trends
Internet-Related
Business: Technology
Trends
Demographic Trends: Baby Boomers
Outsourcing TrendsOutsourcing is one of the primary tools that companies keep to stay competitive that has become a financial leverage tool.
Created by Dr. O. Guillaume
Servant Leadership is then, today, and beyond Business Process Outsourcing (BPO) Knowledge Process Outsourcing (KPO) Legal Process Outsourcing (LPO) Cost and Service Focus on Solution (CSFS) Servant Leaders Focus on Transformation
(SLFT) People-Based Outsourcing and Service
(PBOS)
Internet-Related Business: Technology Trends
Created by Dr. O. Guillaume
Demographic Trends: Baby Boomers
Created by Dr. O. Guillaume
The generational change and demographi
c trends class seeks to demystify how issues
like;
Birth rate, Ethnicity,
Life Expectancy,
and Generational groups (such
as Baby Boomers, Gen X and so forth)
The issue of economic
and political fabric of our
society
The generational change and demographi
c trends course will
help you get a handle on
the underlying patterns of
our changing
world
People who want a more
complete view of their surrounding environment
, and the larger region.
The servant-leaders
approach to business should
facilitate the baby
boomers and, gen X, and beyond
to the service of
the growing more
population.
Conclusion
The illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn” (Starke, Christ-Based Leadership, 2005, p.11).
The leader should understand the interaction between the organization’s operational practices and the results generated by those practices.
The purpose of SL for future research is not to change how researchers currently approach the topic, but to offer alternatives to make research more effective.
The goal is to provide new knowledge and offer alternative views to Servant Leadership trends.
Because of all the outsourcing, many employees feel like they are not really part of an organization.
Leaders of a company, organization or team, professional, or colleague, one of the best things we can do today is create the feeling of reciprocity between the organization and the individuals.
Created by Dr. O. Guillaume
References
Andersson, L.M., & Pearson, C.M. (1999). Tot for tat? The spiraling effect of incivility in the workplace. The Academy of Management Review, 24, 3, 452-471.
Beazley, H. (2000) Leadership in an era of hyper change. The Business Journal Published, 23 (2) 7-12
Bekker, C. J. (2010). Prophet and Servant: Locating Robert K. Greenleaf’s Counter- Spirituality of Servant Leadership. Retrieved February 19, 2011 from http:www.regent.edu/acad/global/publications/jvl/Vol1/Bekker_Corne_Final.pdf
Bennis, W. G. (2006). The Drucker legacy. Leadership Excellence, 23(1), 15–16. Bredillet, C.N. (2006). The link research – practice: A matter of “ingenuim” (part 1). Project
Management Journal, 34(4), pp. 3-4. Cash, K.C., & Gray, G.R.( 2000). A framework for accommodating religion and spirituality
in the workplace. Academy of Management Executive, 14, 3, 124-134. Claiborne, R. (2010). Benefits of practicing servant leadership. Helium, Inc. Retrieved from
http://www.helium.com/items/1879687-benefits-of-practicing-servant-leadershipGartner Outsourcing & Vendor Management Summit (2009). London, UK: Retrieved from
www.gartner.com/us/outsourcingGreen, D. (2008). Knowledge management for a postmodern workforce: Rethinking
leadership styles in the public sector. Journal of Strategic Leadership, 1 (1), 16-24.Greenleaf, R. K. (1977). Servant leadership: A Journey into the nature of legitimate power
and greatness. Mahwah, NJ. Paulist press
Created by Dr. O. Guillaume
References
Created by Dr. O. Guillaume
Greenleaf, R. K. (1978, November). The leadership crisis: A message for college and university faculty. Humanitas: Journal of the Institute of Man, 14, 3. Pittsburg, PA: Dusquesne University Press.
Hankin, H. (2005). The new workforce: Five sweeping trends that will shape your company’s future. New York, NY: Hankin.
Hopen, D. (2002). Guiding corporate behavior: A leadership obligation not a choice. Journal for Quality & Participation, 25(4), p. 15-19.
Knickman, J. R. and Snell, E. K. (2002). The 2030 Problem: Caring for Aging Baby Boomers. Health Service Researcht; 37(4): 849–884 Retrieved from http://www.ncbi.nlm.nih.gov/pmc/articles/PMC1464018/
Karakas, F. (2007). A portrait of the leader in the twenty-first century. Leadership in action,
26(6), 23-24. Retrieved from Academic Search Premier database.
Lamy, P. (2006). Human Globalization. International Trade Forum. Issue 1. pp. 5, 6.
Leighton Holdings (2007). Leighton 07 - sustained by our values, Sydney: Leighton Holdings.
National Realtor Association (2009, November) NAR Survey Shows First-Time Home Buyers Set Record in Past Year. Retrieved from http://www.realtor.org/press_room/news_releases/2009/11/survey_record
Northouse, P. (2010). Leadership theory and practice. Thousand Oaks, CA: Sage Publications.
Research. Leadership Quarterly, 9(1), 85-105
Pfeffer, J., & Veigs, J.F. (1999). Putting people first for organizational success. Academy of Management Executive, 13, 2, 37-48.
Podolny J.M. (2009) The Buck Stops (and Starts) at Business School Harvard Business Review South Asia June 2009. 4(6) p.p. 50-55.
References
Created by Dr. O. Guillaume
Shank, G. (2002). Qualitative Research. A Personal Skills Aproach. New Jersey: Merrill Prentice
Hall.Spears, L., (2004). Practicing Servant-Leadership, Leader-to-Leader, 34, Fall 2004. 825.
Retrieved from, from ProQuest database.Stark, D. (2005). Christ-based leadership: Applying the Bible and today’s best leadershipmodels to become an effective leader. Minneapolis, MN: Bethany House.Pauchant, Integral leadership: A research proposal. Journal of Organizational Change
Management, 18, 211-229.Pfeffer, J., & Veigs, J.F. (1999). Putting people first for organizational success. Academy of
Management Executive, 13, 2, 37-48.Smith -Trudeau, P. (2001). Veterans, Baby Boomers, Xers and Nexters: Understanding the
Generational Differences in Nursing. Vermont Nursing Connection, 4(3), p.10.Spears, L. C. (1998). Introduction. In L. C. Spears (Ed.), The power of servant leadership.
New York: John Willey and Sons Inc.Spears, L. (1995). Reflections on leadership. New York: John Wiley & Sons.Weston, M. (2001). Coaching generations in the workplace. Nursing Administration
Quarterly, 25 (2), 11-21.Robbins, S. P. & T. A. Judge( 2007). Organizational behavior. Twelfth Ed. Prentice Hall of India
Private Ltd.: New Delhi 110001.
Questions/Answers
Created by Dr. O. Guillaume
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