Book contents
- Frontmatter
- Contents
- List of figures
- List of tables
- Foreword
- Introduction
- I Relationships to manage the faces of power
- II Participative leadership: Leading with others
- III Exchange dynamics and outcomes
- IV Power to influence
- V Leading with values
- 18 Servant-leadership, key to follower well-being
- 19 Ethical leadership: The socially responsible use of power
- 20 The Tao of value leadership and the power of interdependence
- Index
- References
18 - Servant-leadership, key to follower well-being
Published online by Cambridge University Press: 19 January 2010
Book contents
- Frontmatter
- Contents
- List of figures
- List of tables
- Foreword
- Introduction
- I Relationships to manage the faces of power
- II Participative leadership: Leading with others
- III Exchange dynamics and outcomes
- IV Power to influence
- V Leading with values
- 18 Servant-leadership, key to follower well-being
- 19 Ethical leadership: The socially responsible use of power
- 20 The Tao of value leadership and the power of interdependence
- Index
- References
Summary
The true test of a servant leader is this: Do those around the servant-leader become wiser, freer, more autonomous, healthier, and better able themselves to become servants?
Robert K. GreenleafFor years, the general thinking on leadership was that the real leader was a person who had a vision, was highly practical and had an inspirational presence (Graham 1991). Charismatic leaders, recent examples being Lee Iacocca and Jack Welch, dominated our thinking of the ideal leader. These leaders used their power and influence to motivate people within the organization to turn a vision into reality. In recent years, however, there has been a shift in the managerial ideal type. Incidents such as at Enron have emphasized the importance of ethically responsive leaders for the long-term benefit of companies. Fortune magazine's yearly list of “The 100 Best Companies to Work For” emphasizes the importance of employees' needs and values for successful organizational leadership and performance. Moreover, Collins (2001) showed that building great companies for the long run takes a leader who combines strength with humility. Therefore, more than ever before, organizations are seeking to recruit leaders who use their power in a positive way.
Of course, leaders are only leaders if they are followed. Effective and successful leadership depends on a leader's ability to inspire, influence, and mobilize followers toward their and their organization's goals (Yukl 2006).
- Type
- Chapter
- Information
- Power and Interdependence in Organizations , pp. 319 - 337Publisher: Cambridge University PressPrint publication year: 2009
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