NRS 451 Fundamental Principles of Servant Leadership DQ

NRS 451 Fundamental Principles of Servant Leadership DQ

NRS 451 Fundamental Principles of Servant Leadership DQ

DQ1 Describe
the fundamental principles of servant leadership. Present two qualities of
servant leadership and explain how they support interprofessional communication
in providing patient care.

DQ2 Describe
the characteristics of performance-driven team. Describe the difference between
intrinsic and extrinsic motivation and explain why it is important in
understanding the types of motivation when it comes to team performance.

Successful leadership is this generation’s Holy Grail. Wherever we turn, there are leadership courses, coaching, and success stories all describing a strong and charismatic manager or leader who calls the shots and propels a company into the stratosphere.

But is that image of leadership missing something? According to a recent Gallup study, the answer is yes. Gallup found that only one in four employees “strongly agree” that they are provided with meaningful feedback, and only 21% of employees “strongly agree” they are managed in a way that “motivates them to do outstanding work”.

What Is Servant Leadership?

The idea of servant leadership is ancient. Philosophers such as Lao Tzu, Chanakya, Cicero, Plutarch and Xenophon reference and explore it in their writings. It surfaces in many religious texts, such as the Bible. But it was Robert K. Greenleaf in 1970 who coined the term in his essay “The Servant as Leader”:

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A servant-leader focuses primarily on the growth and well-being of people and the communities to which they belong. While traditional leadership generally involves the accumulation and exercise of power by one at the “top of the pyramid,” servant leadership is different. The servant-leader shares power, puts the needs of others first and helps people develop and perform as highly as possible.

In short, servant leadership principles emphasize facilitation and helping employees grow and harness their maximum potential, empowering both individual team members and the company to be successful.

PART 2

Exploring the Concept of Servant Leadership

From forty years of researched management, education, and development Greenleaf wrote “The Servant and the Leader”. During this time, he became concerned that the traditional authoritarian and autocratic model of corporate leadership wasn’t actually working. Instead, he thought the most successful leaders focused on serving their team and bringing out the best in them.
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To spread his message, he founded the Greenleaf Center for Servant Leadership and worked with companies for many years helping them to develop servant leaders. In 1998, writer and philosopher Larry Spears distilled Greenleaf’s ideas into ten key servant leadership traits: listening, empathy, stewardship, foresight, persuasion, conceptualization, awareness, healing, commitment to the growth and development of people, and building community.

Greenleaf and Spears are not alone in challenging commonly accepted views of what makes a great leader.

After researching the history of 15 outstanding companies and comparing them to their peers, Jim Collins concluded in his book Good to Great that the best leaders were modest and self-effacing, rather than the stereotypical ‘charismatic’ and autocratic CEO. .

In their writings on successful companies and great leadership, both Collins and Greenleaf placed enormous value on creating an open environment where employees are empowered, respected, and invited to share their opinions and insights. Unsurprisingly, such an environment pays dividends in the form of engaged and motivated employees who can unite together to work toward the company’s goals.

However, servant leadership has its pitfalls:

While it encourages shared responsibility between the everyone, it may be difficult in times of crisis or tight deadlines to consult with everyone or rely on group consensus. Cultivating servant leadership in your company will also often require a huge shift in individual employees’ attitudes and the overall company culture. It takes time, dedicated resources, and support from people at every level of a company to actively work toward promoting servant leaders and a servant leadership model.
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But just because something is difficult doesn’t mean that it shouldn’t be done. So if your company is committed to adopting servant leadership characteristics and reaping the rewards, here are some tips and best practices.

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