Robert Greenleaf: The Transformational Theory Of Servant Leadership

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Introduction to the topic The assigned reading for Forum 4 provided an introduction to leadership apart from management. The text and other course resource materials shared insight and perspective on the nature, styles, traits, and behavioral theories of leadership. Multiple models of leadership were reviewed in regards to style and followership. Leadership impacts the entire organization and can have a resounding effect on the organizations goal attainment (Satterlee, 2009).
Three Concepts The three most important concepts from the readings this week are transformational, transactional, and servant leadership styles along with an impact on the organization’s employees and morale. While there is no decisive superior leadership style, one should understand the organizational culture to delineate the more effective leadership style in the respective organization. The success of any organization relies on strong followership. Regardless of leadership style, a leader needs engaged followers to facilitate engagement, commitment to the mission, vision, and objectives of the organization.
Transactional Leadership. A
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The role of a servant leader was coined by Robert Greenleaf in 1970 (Satterlee, 2009). The primary premise of servant leadership is to place others need’s before themselves. The ultimate example of a servant leader is Christ. His ministry sought to help and bring out the best in mankind. Several key characteristics for a servant leader include the following: natural desire to help others, active listener, ability to empathize with others, active stewardship, and one who is commitment to growth and development of others (Murari & Kripa, 2012). An organization that embraces servant leadership is able to build capacity and innovation through the empowerment of autonomous decision making. By empowering employees, engagement increases; therefore, employees have a sense of responsibility for the organization’s

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