Chapter Ten called Servant Leadership and Chapter Eleven called Adaptive Leadership explains servant and adaptive leadership more comprehensively. There is a lot of facts and knowledge one must understand to know what adaptive and servant leadership is. Chapter Ten by Northouse discusses servant leadership in greater detail. As explained in the text, servant leadership semms contradictory and challenges our traditional beliefs about leadership, and is an approach that offers a unique perspective. Servant Leadership, as explained on page 225 emphasizes that leaders be attentive to the concerns of their followers, empathize with them, and nurture them. Servant Leaders put followers first, empower them, and help them develop their full personal
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Northouse builds a theory about Servant Leadership and has Table 10.1 on page 230 listing key characteristics of Servant Leadership, using Laub (1999), Wong and Davey (2007), Barbuto and Wheeler (2006), Dennis and Bocarnea (2005), Sendjayan Sarras and Santora (2008) and van Dierendonck and Nuijten (2011) as examples of servant leaders. This chapter, as mentioned on page 231, presents a servant leadership model based on Liden, Wayne, Zhao, and Henderson (2008) and Liden, Pancaccio, Hu, and Meuser(2014) that has three main components: antecedent conditions, servant leader behaviors, and leadership outcomes. There 's three antecedent conditions that have an impact on servant leadership: context and culture, leader attributes, and follower receptivity. The middle component starts on page 233 where Northouse identifies seven servant leader behaviors whcih are conceptualizing, emotional healing, …show more content…
"Although people often think of adaptive leadership as being leader centered, it is actually more follower centered. It focuses primarily on how leaders help others do the work they need to do, in order to adapt to the challenges they face. Generally, adaptive leadership is concerned with how people change and adjust, to new circumstances. In this chapter, we emphasize the process leaders use to encourage others to grapple with difficult problems. Page 260 offers a model of adaptive leadership based on the work of Heifetz and his associates. Figure 11.1 on page 261 offers a representation of major components of adaptive leadership and how they fit together, including situational challenges, leader behaviors, and adaptive work. Page 261 discusses situational challenges, technical challenges, technical and adaptive challenges, and adaptive challenges. Leader behaviors "get on the balcony," a metaphorfor stepping out of the fray and finding perspective in the midst of a challenging situation. IdentifyingAdaptive challenges is discussed further on page 264 and 265 offers four archetypes or basic patterns of adaptive change to consider which is the gap between espoused values and behavior, competing commitments, speaking the unspeakable and work avoidance. Adaptive Leadership involved regulating distress, providing
Northouse builds a theory about Servant Leadership and has Table 10.1 on page 230 listing key characteristics of Servant Leadership, using Laub (1999), Wong and Davey (2007), Barbuto and Wheeler (2006), Dennis and Bocarnea (2005), Sendjayan Sarras and Santora (2008) and van Dierendonck and Nuijten (2011) as examples of servant leaders. This chapter, as mentioned on page 231, presents a servant leadership model based on Liden, Wayne, Zhao, and Henderson (2008) and Liden, Pancaccio, Hu, and Meuser(2014) that has three main components: antecedent conditions, servant leader behaviors, and leadership outcomes. There 's three antecedent conditions that have an impact on servant leadership: context and culture, leader attributes, and follower receptivity. The middle component starts on page 233 where Northouse identifies seven servant leader behaviors whcih are conceptualizing, emotional healing, …show more content…
"Although people often think of adaptive leadership as being leader centered, it is actually more follower centered. It focuses primarily on how leaders help others do the work they need to do, in order to adapt to the challenges they face. Generally, adaptive leadership is concerned with how people change and adjust, to new circumstances. In this chapter, we emphasize the process leaders use to encourage others to grapple with difficult problems. Page 260 offers a model of adaptive leadership based on the work of Heifetz and his associates. Figure 11.1 on page 261 offers a representation of major components of adaptive leadership and how they fit together, including situational challenges, leader behaviors, and adaptive work. Page 261 discusses situational challenges, technical challenges, technical and adaptive challenges, and adaptive challenges. Leader behaviors "get on the balcony," a metaphorfor stepping out of the fray and finding perspective in the midst of a challenging situation. IdentifyingAdaptive challenges is discussed further on page 264 and 265 offers four archetypes or basic patterns of adaptive change to consider which is the gap between espoused values and behavior, competing commitments, speaking the unspeakable and work avoidance. Adaptive Leadership involved regulating distress, providing