Theory/Construct Servant Leadership: A Journey Book Report

It is not a secret that leadership, overall, is changing. There are people who want to do more at their companies but they do not always have the opportunity to do so. Sometimes the opportunity may be there, but the people are too frightened to speak out. They fear that they will get in trouble because they suggest doing things differently, so they remain silent even if they have good ideas (Greenleaf, 1997). Greenleaf (1997), like Bass and Avolio (1994) before him, works to show that people should speak up, and should be encouraged to do so, so that change can continue.

Leaders who encourage their followers to speak up and share ideas are generally more appreciated. They make their followers feel important, and show them they have value. That value is important, and it encourages a follower to do more, say more, and work harder. It allows for a strong team feeling that is not offered with transactional leadership. In comparing the work of Greenleaf (1997) with the work of Bass and Avolio (1994), it is easy to see that there are few differences. Bass and Avolio (1994) use the term 'transformational leadership, while Greenleaf (1997) uses the term 'servant leadership.' This is mostly an issue of semantics, because these two kinds of leadership are virtually the same - and they are both far different from the way transactional leadership is conducted.

There are, of course, leaders who resist the idea of servant leadership. They often think they will be giving away their power if they are more willing to be part of a team. In reality, though, they will be gaining much more power than they would have otherwise had. This is due to the fact that their followers will respond better to the compassion of their leaders than they will be simply being told to do something. Few people enjoy being ordered around, but many of them do enjoy working with others and seeing that they can accomplish goals and dreams - especially if those make life better for a lot of people, not just themselves. A leader who is also a servant shows his dedication, and that is something that is very difficult to put a price on (Greenleaf, 1997).

The dedication that a leader has to the company also shows that he believes in the direction the company is taking, and that it has a future. He wants to be part of that future, and he can show his followers the advantages of being part of something bigger. Companies that help others are especially affected by this, but even a company that simply sells a good or service for a profit can benefit from having a leader - or leaders - who clearly want to ensure that the entire company is succeeding. Leaders and followers working together can drastically alter the course of a company, and when they continue that work and serve one another there are few limits as to how much success a company can see.

Servant leaders have a great deal of power, but they wield it properly. They show others that power does not mean giving orders. It means taking the task they have been charged with and doing the best they can with it. It means making sure their followers are happy and that they have all they need to be successful. It means being part of a team. There are, of course, different leadership styles that have to be considered, because some people do respond to certain things better than others. The style of the leader, the styles of the followers, and the kind of company that is being considered all matter (Greenleaf, 1997). Overall, though, there is very little place in leadership today for transactional leadership ideals. Transformational leadership and servant leadership are becoming what matters most (Greenleaf, 1997). Because of their value and what Greenleaf (1997) and others bring to the discussion, they continue to grow in popularity.

Bibliography

Bass, B.M. & Avolio, B.J. (1994) Improving organizational effectiveness through transformational leadership. California:…