Re: Module 6 DQ 1
When our lord and savior had walked this earth, he was here to preach the gospel and serve his people. It said in John 13:5 Jesus poured water in the basin and began to was his disciple’s feet, while all alone he knew he will be betrayed. Robert Greenleaf (1970) who defined the characteristics of servant leadership is a leader that has the focal point on other people’s highest-priority needs being served, rather than on the leader’s own interests (pg46). As a servant leader you will need to be able to motivate others and that come with having a desire to want to be a leader and a motivator. My opinion I don’t believe that servant leadership is the only theory that’s compatible with Christian worldviews. All theories of leaderships should be compatible too Christian worldviews. We are here to preach the word of GOD across the nations, we suppose to help others, motivate and encourage them, give back to the needy, feed the poor, shelter and help the homeless and most importantly save souls. I don’t believe servant leadership is the only form of leadership that tie down to that. As leaders dealing with Christian worldviews serving Christ Jesus, all forms of leadership ties down with his morals and ways. In order to be a great leader, you must be a servant to one first, do onto others as you want done onto you. John 13:14-17 now that I your lord and teacher washed your feet; you should wash one another feet. I have set an example that you should do as I have done for you. Very true I tell you no servant is greater than their master, nor is a messenger greater than the one who sent him, and now that you know these things you will be bless if you do them.
Greenleafl R. K. (1970). the servant as leader. Robert, K. Indianapolis, IN, USA: Greenleaf Publishing Center
Krumrei, E. J. (2018). humility in servant leadership among Christian student leaders: a Longitudinal Pilot Study. Journal of Psychology & Theology, 46(4), 253–267. https://doi-org.lopes.idm.oclc.org/10.1177/00916471188
Re: Module 6 DQ 1
Servant leadership is not the only leadership theory that seems compatible with Christian worldview.
Ethical leaders are honest, fair minded, and behave in ways that match their stated values (Yasir & Mohamad, 2016). They believe in serving the organization and employees/followers and are willing to take a risk to support followers and organization (Yasir & Mohamad, 2016). Ethical leaders have integrity (Yasir & Mohamad, 2016). They act as coaches and mentors to develop followers; leading by example using integrity and ethics (Yasir & Mohamad, 2016).
Transformational leaders consider ethics and morality as they work to inspire followers and develop organizational vision (Yasir & Mohamad, 2016). They are role models and develop a pattern of interaction with followers that is uplifting and encourages a higher level of motivation and morality among followers (Yasir & Mohamad, 2016).
Authentic leaders behave according to deeply held values and convictions (Yasir & Mohamad, 2016). They know who they are and are transparent; their interaction with others is ethical and seeks to build an organizational culture where followers are encouraged to develop higher levels of self-awareness and growth (Yasir & Mohamad, 2016). These leaders possess “an internalized moral perspective” that is critical for developing such a culture of inclusivity and positive regard (Yasir & Mohamad, 2016).
Servant leadership, along with ethical, transformational, and authentic leadership models all possess tenets that support the Christian worldview: honesty, integrity, inclusivity, working with followers to identify and meet organizational and personal mission. Ethics and morals may be individually defined, but the Christian worldview has some commonly held expectations, as well. Caring for the needs of others, being honest and fair, lifting others up, celebrating and including diversity, are all examples of this worldview found in not only servant leadership, but also authentic, transformational, and ethical leadership models.
Yasir, M. & Mohamad, N. A. (2016). Ethics and morality: Comparing ethical leadership with servant, authentic and transformational leadership styles. International Review of Management and Marketing, 6(4), 310–316
3. Re: Module 6 DQ 2
Leadership from the bottom up, or servant leadership, is not only possible, there are indications that servant leadership improves employee outcomes that are beneficial for the organization. Yang et al. (2017) observed an increase in follower engagement within an environment utilizing servant leadership. Servant leaders empower their followers to take an active role in “job crafting,” allowing the followers to feel a higher level of investment and sense of purpose, which increases job performance. In this manner, servant leaders encourage followers to adopt a leadership role as they take responsibility for their job and work boundaries (Yang et al., 2017). Servant leaders are careful to attend to followers needs, clearly demonstrating care and concern for followers and making every effort to provide learning opportunities through by supporting and mentoring followers (Yang et al., 2017).
Empowering followers encourages them to take initiative in their work, giving them a sense of autonomy and purpose. When a leader sees part of their role is to take care of followers, to ensure they are healthy, that they have the resources they need, and that is available to help when followers need it are leading by serving. A personal identity or worldview that encompasses inclusivity, celebrates others’ strengths, and believes in the abilities of others to accomplish goals, along with recognizing that there are more ways than one to solve a problem, can enhance a servant leader’s impact with followers.
RUI YANG, YING MING, JIANHONG MA, & RONGMIAN HUO. (2017). How Do Servant Leaders Promote Engagement? A Bottom-Up Perspective of Job Crafting. Social Behavior & Personality: An International Journal, 45(11), 1815–1827
4. Porsha Smith
Re: Module 6 DQ 2
Northouse (2015) offered that being a servant while being a leader does not make sense, and it is counter to common sense. Of all of the leadership theories that covered so far, servant leadership makes the most sense. This model places the follower at the forefront and emphasizes attentiveness, empathy, and nurture. Virtually, this leadership model ensures that the followers’ needs get met, which allows them to focus on the task at hand. Serving leaders also tirelessly account for the profoundly entrenched belief that the essential foundations of the community are “perceived interdependence” and “generosity”(Bowman, 2005). A person can successfully operate and be perceived as both a servant and a leader simultaneously, as I believe this is the model by which most professors and teachers work. An instructor is in a leadership position but completes tasks, builds curriculum, grades, and provides feedback to their followers, which is, in a sense, a service.
There might be aspects of one’s worldview or identity that could influence the potential for successfully operationalizing this paradox, such as pseudo-transformational leadership, in which a person believes they are a better leader than they are. Another issue of identity or worldview that may stop one from being a servant leader could deal with an individual believing that followers should serve the leader and not the other way around. According to Bowman (2005), an individual has to want to serve more than lead.
Bowman, R. F. (2005). Teacher as servant leader. The Clearing House: A Journal of Educational Strategies, Issues and Ideas, 78(6), 257–260. https://doi.org/10.3200/tchs.78.6.257-260
Northouse, P. G. (2015). Leadership: Theory and practice (7th ed.). Sage Publications, Inc.,.