Servant leadership is not a leadership style but a leadership approach. As a servant leader, a person should focus on the needs of other people rather than their needs. This leads to enhanced trust, stronger relation and higher engagement among team members and stakeholders. This report compares servant leadership with other leadership styles and its efficiency in profitable and non-profitable business organizations.
1.These people were leaders because they could inspire trust from people around them through physical example and by having honest communication (Parris & Peachey, 2013). Additionally, these people were leaders because they continually looked to improve and evolve.
2.Personality has got adverse impacts on a person’s life since it regulates the manner which they interact with others. Personality’s big five factors include intellectance, dependability, emotional stability, agreeableness, and surgency. These five personality traits results to effective leadership performance.
3.A servant gives priority to the interests of other people while a leader does not prioritize on the interests of the team members. The two concepts at times merge because the servant and the leader seek for opportunities to partner with groups as well as people in addressing environmental, societal, and company’s issues.
4.In terms of inclusivity, relational leadership style basically emphasizes on bringing the staff together for a variety of viewpoints. However, the servant leadership style does not concern itself with building inclusivity within the work setting. In this case, relational leaders aim at combining diverse workforce’s cross-section such that all the viewpoints of a goal are considered (Black, 2013). On the other hand, charismatic leadership makes use of consistent communication strategies in communicating unconventional vision aimed at offering a solution rather than on the status quo.
5.Servant leadership assumes that involving the people who are to implement a particular policy in the process of decision-making creates a better understanding along with the implementation of the formulated policies (Carter & Baghurst, 2014). Servant leadership has got several advantages to both for-profit and non-profit companies. For instance, people mostly work as a team to attain a common goal, hence minimizing the rate which competitive attitudes occur among people (Liden, Wayne, Liao & Meuser, 2014). As a result of making decisions together, there is an enhanced social commitment between people and this is helpful since it increases individuals’ commitment to the decisions made. When decisions are made by several people, better decisions are made compared to when a decision is made by a single person.
6.In an industry, servant leadership refers to the qualities of a servant leader such as listening, foresight persuasion, and manager-employee relationships (Choudhary, Akhtar & Zaheer, 2013). Servant leadership, in this case, is effective since employees are required to remain connected with customers as well as the developments of the industry and exercise empathy by taking the clients’ point of view (Van Dierendonck, Stam, Boersma, De Windt & Alkema, 2014). Servant leadership motivates the staff to develop products that are of value and high-quality
7.Among the primary roles of a leader include inspiring trust by becoming a credible leader that people admire to follow, creating a clear vision, executing strategy that ensures consistency, and coach potential by unleashing every person’s ability to enhance performance, grow careers, and solve problems. Servant leadership assists leaders to integrate their roles and the employees’ responsibilities to ensure that goals and objectives are achieved.
Servant leadership is considered to be better when compared to other leadership styles such as transformational leadership, charismatic leadership, or moral leadership. This is because servant leaders focus more on the employees’ needs rather than their interests. Both for-profit and non-profit companies, servant leadership helps in coming up better decisions since it involves many individuals.
Black, G. L. (2013). Correlational analysis of servant leadership and school climate. Journal of Catholic Education, 13(4), 3.
Carter, D., & Baghurst, T. (2014). The influence of servant leadership on restaurant employee engagement. Journal of Business Ethics, 124(3), 453-464.
Choudhary, A. I., Akhtar, S. A., & Zaheer, A. (2013). Impact of transformational and servant leadership on organizational performance: A comparative analysis. Journal of business ethics, 116(2), 433-440.
Liden, R. C., Wayne, S. J., Liao, C., & Meuser, J. D. (2014). Servant leadership and serving culture: Influence on individual and unit performance. Academy of Management Journal, 57(5), 1434-1452.
Parris, D. L., & Peachey, J. W. (2013). A systematic literature review of servant leadership theory in organizational contexts. Journal of business ethics, 113(3), 377-393.
Van Dierendonck, D., Stam, D., Boersma, P., De Windt, N., & Alkema, J. (2014). Same difference? Exploring the differential mechanisms linking servant leadership and transformational leadership to follower outcomes. The Leadership Quarterly, 25(3), 544-562.