Carolyn Crippen PhD Leadership Studies University of Victoria 1 Greenleafs 1970 ServantLeader 2 A SL is servant firstIt begins with the natural feeling that one wants to serve to serve first Then conscious choice brings one to aspire to lead ID: 142514
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Slide1
Seven Pillars of Servant Leadership.
Carolyn Crippen, Ph.D.Leadership StudiesUniversity of Victoria
1Slide2
Greenleaf’s (1970) Servant-Leader
2
A S-L is servant first…It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead.
The best test is:
Do those served grow as persons?
Do they while being served, become healthier, wiser, freer, more autonomous, and more likely themselves to become servants?
And what is the effect on the least privileged in society? Will they benefit, or at least not be further harmed?
(p. 7)Slide3
Sipe & Frick’s (2009) Servant-Leader
3 A
S-L is a person of character who
puts people first.
S/he
is a skilled communicator, a compassionate collaborator who has foresight, is a system thinker, and leads with moral authority.
(p
. 4)Slide4
Leadership Shift4
Humility
certainly
helps limit the development of a toxic, defensive, in-your-face leader into one who draws upon the strength of others.
Basically leaders’ distrust in S-L stems from their own insecurity and egotism. They do not have the confidence that others will follow them, if they cannot exercise coercive power indiscriminately.
(Sipe & Frick, 2009, p. 29)Slide5
Humility
5 The practice of S-L as embodied in the trait of humility requires courage of intentional vulnerability and voluntary surrender of one’s ego for the sake of others and the organization. Of course no-one can do this overnight. Some never begin the journey, while precious few stay with it to competition. But the
journey
is the key for those seekers known as Servant-Leaders.
(Sipe & Frick, 2009, p.29)Slide6
First Steps6
Be courageous : intentionally make yourself vulnerable
to the possibility that you are not right all the time.
Ask yourself:
Am I right?
What is my second thought?
Am I doing a wise thing?
Will this action meet the conditions of Greenleaf’s Best Test?
(Sipe & Frick, 2009, p. 30)Slide7
Serves a Higher Purpose
7Joseph Jaworski
states,
With Greenleaf, I have come to believe that if we are willing to take the most difficult journey toward self-discovery and lifelong learning, we will lead lives filled with meaning and adventure. Moreover, we will gain the capacity to create and shape the future for ourselves and our organizations in ways we can hardly imagine.
(Synchronicity, 1998, p. 21)Slide8
Seven Pillars
1. Person of character.
Makes insightful, ethical,
and principle-centered
decisions.
Maintains integrity
Demonstrates humility
Serves higher purpose
2
.
Puts people first
.
Helps others meet their
highest priority
development needs.
Displays a servant’s heart
Is mentor-minded
Shows care & concern
8Slide9
…continued
3. Skilled communicator.
Listens earnestly &
speaks effectively.
Demonstrates empathy
Invites feedback
Communicates persuasively
4.
Compassionate collaborator.
Strengthens relationships,
supports diversity, and
creates a sense of
belonging.
Express appreciation
Builds teams & communicates
Negotiates conflict
9Slide10
…continued5. Has foresight.*
Imagines possibilities,anticipates the future, &proceeds with clarity ofpurpose.VisionaryDisplays creativityTakes courageous & decisive action
6. Systems thinker.
Thinks & acts
strategically, leads
change effectively, &
balances the whole with
the sum of its parts.
Comfortable with complexity
Demonstrates adaptability
Considers the Greater Good.
10Slide11
…continued11
7. Leads with moral authority.Worthy of respect, inspires trust & confidence, andestablishes quality standards for performance.Accepts & delegates responsibility
Shares power & control
Creates a culture of accountabilitySlide12
The 21 competencies12
We realize that not every accomplished S-L demonstrates all twenty-one traits all of time. But whenever any traits are present in adequate measure, and as they accumulate, they serve to enrich and fortify the S-L and those who surround him or her.These competencies can also represent a set of performance appraisal metrics- barometers of professional growth for the continuous evaluation of your leadership strengths and development needs.Slide13
Ask Yourself- The Personal Journey13
Identify and reflect upon what needs changing.Express a desire to change.Find and claim incentives to change.Gain access to knowledge and skills associated with the target behaviour.
Practice, practice, practice.
Feedback on efforts to change.
Meet Greenleaf’s Best Test about how others grow as a result of your action.Slide14
Then, Ask Others- The Institutional Journey
14
Discovery
Desire and incentive to change
Learning
Practice
Feedback and evaluation-
The Best TestSlide15
Implementation of 7 Pillars15
Cannot be implemented with a few memos and pep talks.Requires a dedicated effort of study, skill practice, feedback, and reflection about your deepest values.Everything begins with the individual (Greenleaf).Servant Leadership starts with you.
Only then can it become embedded into your organization’s operations, climate, and culture.