Presented by Christina Michura

Transcription

1 Presented by Christina Michura

2 Philosophy in which one wants to serve first, then aspire to leadership Developed by Robert K. Greenleaf

3 Director of Management Research at AT&T for 38 years, Robert Greenleaf was known as AT&T s Kept Revolutionary. His program taught executive decision-making through great literature & established the first corporate assessment center using knowledge gleaned from the OSS s approach to training civilian spies during World War II, and invited leading philosophers and theologians to have conversations with AT&T executives.

4 Greenleaf retired from AT&T and began to develop the concept of servant-leadership. He was not a theologian, a mystic, or a kindly Quaker icon; he was a successful businessman, and his ideas were forged and tested at AT&T, the planet's largest corporation during his employment there. He was a world-class researcher, an absolute bear on accountability, a compassionate but unsentimental guy who insisted on observable outcomes, and an avid lifelong learner and seeker.

5 He believed entire institutions should function as servants, under the guidance of trustees who also acted as servants by holding the organization's mission "in trust." --from Robert K. Greenleaf: A Life of Servant- Leadership, by Don M. Frick and -- from the Greenleaf Center for Servant- Leadership, Australia/New Zealand

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7 Servant First First Among Equals Fully servant, fully leader While serving, one is served by others

8 Maintain integrity of self Use power appropriately and beneficially Achieve goal of creating a more caring and just society

9 A weak form of leadership Only used by powerful people Service Leadership Impractical

10 Do those being served grow as persons; do they, while being served, become healthier, wiser, more autonomous, more likely themselves to become servants? And do the least privileged in society benefit or not be further deprived? --Robert K. Greenleaf

11 Seven Servant-Leadership Concepts

12 Choose to be a servant first and out of that desire to serve, aspire to lead. What is my motivation for leading? Is someone else better qualified to lead? Should I lead by following? Would someone else benefit from leading?

13 Everyone is a leader; everyone is important; technical authority does not create inequality. Do I respect the opinions, emotions, and needs of those I lead or follow? Do I listen carefully and with empathy? Am I willing to collaborate?

14 Leadership is the skill of influencing people to enthusiastically work toward goals identified as being for the common good; with character that inspires confidence. Ken Blanchard in the 1 Minute Manager boils it down as: its an influence process.

15 Are leaders born or made?

16 Peter Drucker, management author, states, while there may be some born leaders, there are too few to depend on them. Communobiological approach Situational leadership Trait leadership

17 Servant-Leaders are always serving, always leading Does my action or decision serve the other person? Does my action pass the best test of S-L? Am I willing to be open to others and share with them? Do I understand that changing others begins with accepting others as they are?

18 Do I practice humility? Am I willing to admit when I am wrong? Do I acknowledge the input of others? Do I seek input of others? Am I willing to ask for help? Am I willing to accept help when I need it?

19 Am I honest with myself and others? Am I true to my principles, my values and myself? Am I willing to hold others accountable? Do I engage in introspection?

20 Character in action Can you let go of resentments? Everyone wants to change the world but no one wants to change themselves. Leo Tolstoy, Russian novelist

21 Do I use power to help others achieve their potential? Do I lead by example, modeling and persuasion rather than by coercion? Do I explain the reasons for actions taken? Do I seek consensus and collaboration?

22 99% of leadership failures are failures of character. General Norman Schwarzkopf

23 Does my action help the other person achieve his or her potential? Does my decision help ACC live up to its vision and achieve its mission? Does my action, however indirectly, create a more caring and just society

24 Scenario #1: One of your staff members is increasingly absent from work. He seems to use up all of the sick leave he accrues each month, calling in with an illness at least once a month. You hesitate to assume that the illnesses are feigned. Yet, your department is suffering from his regular absences.

25 Scenario #2: One of your staff members is having trouble getting along with her colleagues. It seems that conflicts arise regularly and always at the worst possible time when a deadline looms and everyone is already stressed.

26 Scenario #3: One of your colleagues often comes to work clearly quite ill. He seems simply miserable, though he works hard to get his work done. The supervisor hasn t seemed to notice, probably because they interact rarely.

27 Scenario #4: You just hired a new staff member to fill a vacancy that has been uncomfortably empty for too long. However, after a month or so, you see that this person does not have the skills that you thought he had.

28 Scenario #5 A student approaches you and demands the use of a lab computer. When you try to show him which labs he can use, he becomes confrontational and wants to see something in writing which explains why he can t use the lab he wants to at this exact moment. He interrupts and wants to know who you think you are to tell him what computers he can and cannot use.

29 Scenario #6: Your assistant is a competent worker and gets all tasks completed on time. However he spends an inordinate amount of time on the phone and on the internet. You are not able to criticize his output, but you are troubled by what appears to be time on his hands.

30 Scenario #7: Your supervisor has just not been herself lately. She is clearly stressed and having a hard time focusing and completing tasks. She s even snapping at her staff, which is not like her at all. Your co-workers are feeling angry and confused as a result.

31 Scenario #8 A member of the Austin community has called your office in error, looking for information on how to enroll her daughter n classes at ACC. She is absolutely furious because she has had no luck getting an answer to her question, and she is taking out her frustration on you, treating you horribly.

32 Life can be more whole for those who try, regardless of the outcome." - Robert K. Greenleaf