Colorado State Mother Teresa Servant Leadership Style Essay Write essay on Servant Leadership style, using Mother Teresa ♦Mother Teresa of Calcuttahttps:/

Colorado State Mother Teresa Servant Leadership Style Essay Write essay on Servant Leadership style, using Mother Teresa

♦Mother Teresa of Calcuttahttps://motherteresa.org/biography.html

I attached one CSU journal to use as a reference that will support my essay.

ICSU Online Library to locate one journal article to use as a reference that supports your essay. Your paper should be at least one to two pages in length.

Weight: 11% of course grade

Grading Rubric

Instructions

For this assignment, choose a leader from history whom you admire. Then, write an essay discussing which of the following leadership styles correlates with the style employed by the leader you selected. Explain why you believe he or she demonstrated that style. Only one style selection is required; it is not necessary to discuss each style listed below:

§laissez-faire,

§transactional,

§transformational,

§servant,

§authentic, and

§leader-member exchange.

Utilize the CSU Online Library to locate one journal article to use as a reference that supports your essay. Your paper should be at least one to two pages in length.

Be sure to include the rubric elements from the guidelines below:

§a clear and engaging introduction;

§clear and appropriate content, including strong evidence of critical thinking;

§organization that results in clarity and logical arrangement of points being discussed;

§clear and concise writing, free from grammatical and structural errors;

§academically sound, preferably peer-reviewed resources for support of discussion; and

§all sources used must be referenced; paraphrased and quoted material must have accompanying citations in APA format. Unit I Essay
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Weight: 11% of course grade
Grading Rubric
Instructions
For this assignment, choose a leader from history whom you admire. Then, write an essay discussing
which of the following leadership styles correlates with the style employed by the leader you
selected. Explain why you believe he or she demonstrated that style. Only one style selection is
required; it is not necessary to discuss each style listed below:
laissez-faire,
transactional,
transformational,
servant,
authentic, and
leader-member exchange.
Utilize the CSU Online Library to locate one journal article to use as a reference that supports your
essay. Your paper should be at least one to two pages in length.
Be sure to include the rubric elements from the guidelines below:
a clear and engaging introduction;
clear and appropriate content, including strong evidence of critical thinking;
organization that results in clarity and logical arrangement of points being discussed;
clear and concise writing, free from grammatical and structural errors;
academically sound, preferably peer-reviewed resources for support of discussion; and
all sources used must be referenced; paraphrased and quoted material must have accompanying
citations in APA format.
UNIT I STUDY GUIDE
Introduction to Leadership
Course Learning Outcomes for Unit I
Upon completion of this unit, students should be able to:
1. Analyze the significance of the concept of leadership and the different leadership styles.
1.1 Analyze leadership approaches.
1.2 Describe the follower-focused leadership theories of servant leadership, authentic leadership,
and leader-member exchange (LMX).
Course/Unit
Learning Outcomes
1.1
1.2
Learning Activity
Unit Lesson
Article: “Transcending the Power of Hierarchy to Facilitate Shared
Leadership”
Article: “The Impact of Transformational, Transactional and NonLeadership Styles on Employee Job Satisfaction in the German
Hospitality Industry”
Unit I Essay
Unit Lesson
Article: “Collectivism and religious affiliation as predictors of the
multidimensional measure of leader-member exchange”
Article: “Educational middle change leadership in New Zealand: The
meat in the sandwich”
Article: Reflections on creative leadership”
Unit I Essay
Unit Lesson
The content for this unit is presented through the below interactive presentations as well as videos. You
will see text and hear audio. You may refer back to these lessons and videos as needed.
Please note: Be sure to maximize your Internet browser so that you can view each individual lesson on a
full screen, ensuring that all content is made visible.
Click here to access the Unit I Interactive Lesson Presentation. Click here for a PDF of this lesson.
Click here for a transcript of the Introduction Video.
Click here for a transcript of the Unit I Alumni Video 1.
Click here for a transcript of the Unit I Alumni Video 2.
BBA 3651, Leadership
1
Reading Assignment
UNIT x STUDY GUIDE
Title
Please click here to access a resource for tips on locating resources in the online library.
In order to access the resources below, you must first log into the myCSU Student Portal and access the CSU
Online Library.
Locate the following articles in the CSU Online Library under the ABI/INFORM Collection database and
access the full-text PDF
Read pages 741-756 (pages 1-16 in the PDF) of the following article on leadership:
Barnes, B., Humphreys, J. H., Oyler, J. D., Pane Haden, S.,S., & Novicevic, M. M. (2013). Transcending the
power of hierarchy to facilitate shared leadership. Leadership & Organization Development Journal,
34(8), 741-762. Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=https://search-proquestcom.libraryresources.columbiasouthern.edu/docview/1441348699?accountid=33337
In this study of 300 adults, a significant positive relationship was found between the Multidimensional
Measure of Leader-Member Exchange with collectivism and religious affiliation. Locate the following article,
and read pages 1-4, through the section titled “Multidimensional Measure of Leader-Member Exchange
( LMX-MDM)”:
Herrera, R., & Duncan, P. (2015). Collectivism and religious affiliation as predictors of the multidimensional
measure of leader-member exchange (LMX-MDM). Journal of Diversity Management (Online), 10(1),
1-12. Retrieved from https://libraryresources.columbiasouthern.edu/login?url=https://search-proquestcom.libraryresources.columbiasouthern.edu/docview/1689322807?accountid=33337
In total, 10 middle leaders from the New Zealand higher education sector took part in a recent research
project that examined successful change leadership in higher education. As part of that larger study, each
middle leader answered questions about their views on being in the “middle” in their change leadership roles
and their views on middle leadership in general. Locate the following article, and read pages 502-506 (pages
1-5 in the PDF), through the section titled “The Leadership/ Management Discourse”:
Marshall, S. G. (2012). Educational middle change leadership in New Zealand: The meat in the sandwich.
The International Journal of Educational Management, 26(6), 502-528. Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=https://search-proquestcom.libraryresources.columbiasouthern.edu/docview/1039694113?accountid=33337
This work examines the influence of different leadership behaviors of hospitality managers on employee job
satisfaction to close open gaps in leadership research, especially in the German context. Locate the following
article, and read pages 205-206 (pages 5-6 in the PDF), through the section titled “Leadership Theory”:
Rothfelder, K., Ottenbacher, M. C., & Harrington, R. J. (2012). The impact of transformational, transactional
and non-leadership styles on employee job satisfaction in the German hospitality industry. Tourism
and Hospitality Research, 12(4), 201-214. Retrieved from
https://libraryresources.columbiasouthern.edu/login?url=https://search-proquestcom.libraryresources.columbiasouthern.edu/docview/1437618418?accountid=33337
This theoretical paper looks at the phenomenon of creative leadership by synthesizing concepts and
constructs of creativity and leadership. Locate and read pages 1-10 of the following article on leadership:
Sohmen, V. S. (2015). Reflections on creative leadership. International Journal of Global Business, 8(1), 1-14.
Retrieved from https://libraryresources.columbiasouthern.edu/login?url=https://search-proquestcom.libraryresources.columbiasouthern.edu/docview/1680769091?accountid=33337
BBA 3651, Leadership
2
Learning Activities (Nongraded)
UNIT x STUDY GUIDE
Title
Nongraded Learning Activities are provided to aid students in their course of study. You do not have to submit
them. If you have questions, contact your instructor for further guidance and information.
Tips on Reading Scholarly Articles
Reading a scholarly journal article is a bit different from reading a textbook. Watch the following video with
tips on how to read a journal article: https://www.youtube.com/watch?v=EEVftUdfKtQ
Welcome – Introduction
Please introduce yourself to your fellow classmates in the Student Break Room discussion forum. Feel free to
share an introductory comment, a photo, or a link to a YouTube video or Podcast. (It does not have to be a
photo of yourself; you could share a picture of your pet or something you like that relates to your introduction.)
BBA 3651, Leadership
3
Unit I Essay
•
•
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
Weight: 11% of course grade
Grading Rubric
Instructions
For this assignment, choose a leader from history whom you admire. Then, write an essay discussing
which of the following leadership styles correlates with the style employed by the leader you
selected. Explain why you believe he or she demonstrated that style. Only one style selection is
required; it is not necessary to discuss each style listed below:
laissez-faire,
transactional,
transformational,
servant,
authentic, and
leader-member exchange.
Utilize the CSU Online Library to locate one journal article to use as a reference that supports your
essay. Your paper should be at least one to two pages in length.
Be sure to include the rubric elements from the guidelines below:
a clear and engaging introduction;
clear and appropriate content, including strong evidence of critical thinking;
organization that results in clarity and logical arrangement of points being discussed;
clear and concise writing, free from grammatical and structural errors;
academically sound, preferably peer-reviewed resources for support of discussion; and
all sources used must be referenced; paraphrased and quoted material must have accompanying
citations in APA format.
83
Five Necessary Attitudes
of a Servant Leader
Larry W. Boone, The Peter J. Tobin College of Business, St. John’s University, NY
boonel@stjohns.edu
Sanya Makhani, The Peter J. Tobin College of Business, St. John’s University, NY
sanyamakhani@gmail.com
Executive Summary
Since the “servant leadership” concept
was introduced by Robert K. Greenleaf in
1970, this style has been adopted by many
successful leaders in a variety of contexts. Is
the servant leadership style right for you?
This article helps to answer that question
for many leaders who may be interested in
“serving others first,” or in “serving rather
than being served,” by exploring whether or
not a leader has the necessary attitudes to
implement this leadership style. According to
the authors, servant leadership can be a highly
effective style for influencing a group toward
the achievement of organizational goals if
a leader possesses or can readily adopt the
following attitudes: 1) believing that visioning
isn’t everything, but it’s the beginning of
everything, 2) listening is hard work requiring
a major investment of personal time and
effort – and it is worth every ounce of energy
expended, 3) my job involves being a talent
scout and committing to my staff’s success, 4)
it is good to give away my power, and 5) I am a
community builder.
Introduction
Leadership is the ability to influence a group
toward the achievement of organizational
goals. Of course, the contingency approach
dominates the extensive literature on
leadership. The appropriate leadership style
depends upon the situation. Some contexts call
for autocratic leadership, some for participative
or consultative approaches, and still others call
for transformational leadership-and so on. One
of the most intriguing leadership approaches
receiving a great deal of current attention
regarding implementation effectiveness and
its fit within contingency theory involves the
servant leadership concept.
The term “servant leadership” was coined by
Robert K. Greenleaf in his 1970 essay “The
Servant as a Leader.” Greenleaf spent his forty
year career at AT&T working in the fields of
management, research, development, and
education. When describing servant leadership
in his essay, he states, “The servant-leader
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. That person is sharply different from one
who is leader first…” According to Greenleaf
servant leaders intend to help followers “grow
healthier, wiser, freer, more autonomous, and
more likely themselves to become servants”
(Greenleaf, 1977:13-14).
Let’s look at one example of a servant
leadership approach. Suppose a CEO is
faced with the difficult situation of necessary
cutbacks and/or layoffs in tough economic
times. An autocratic leader might issue
a directive to all personnel explaining
that a decision has been made to reduce
operations and staffing levels by 10%, and
that implementation would be immediate.
The CEO may assume that employees would
84
understand and accept this course of action
based on his/her formal authority to implement
such decisions and well-established corporate
objectives of maximizing shareholder return,
profitability, and efficiency.
A servant leader, on the other hand, might
address the tough economic times and
the need for change by communicating
a compelling vision of how the firm will
look and feel after the challenge has been
addressed, attempting to build community
by stressing that everyone is in this together,
including the CEO, stating that the yet-tobe-determined courses of action will be true
to the well-established corporate values of
shareholder return, profitability, and loyalty
to employees, and might solicit suggestions
from departments and/or individual workers.
Each approach may produce desired results,
but significant differences may be realized in
terms of implementation time, total expense,
organizational morale, employee motivation, and
ability to retain/attract key organizational skills.
This article will review some basic leadership
concepts; explore the servant leadership style
through its treatment in the literature over
the past few decades, including discussion of
many characteristics, attributes, and behaviors
of servant leaders; and, through review of the
ideas of several best-selling leadership authors,
attempt to identify the most important
attitudes that fit well with the servant
leadership approach in an attempt to aid the
reader in concluding whether or not servant
leadership may be a viable option for inclusion
within their personal leadership style.
Leadership: Skills, Behaviors, and Attitudes
Leadership is not comprised of a single
characteristic or trait. It is not, as some may
incorrectly assume, the hard-to-def ine attribute
of “charisma.” Rather, leadership consists of a
large set of well-recognized skills, behaviors,
and attitudes. Skills and behaviors can be
learned, then honed through practice. A few.
among many, commonly recognized leadership
skills and behaviors include establishing
credibility or trustworthiness, managing time
productively, being proactive, empowering
others to act, and networking (Boone and
Peborde, 2008).
Servant leaders…recognize the
empowerment of their people as an
important goal.
Attitudes, on the other hand, are determinants
of behavior. They are linked commonly
with personality, perception, feelings, and
motivation. An attitude is a mental state of
readiness learned and organized through
experience. Exerting specific influence
on a person’s response to other people,
objects, and situations, attitudes provide
the emotional basis of one’s interpersonal
relations and identification with others.
Therefore, attitudes relate directly to one’s
comfort and willingness to apply specific
leadership styles. As previously stated, the
major purpose of this article is to identify and
examine five important attitudes that fit well
with the servant leadership approach. If one
possesses or can willingly adopt these attitudes,
servant leadership may be an effective
style to influence others toward achieving
organizational goals.
Specific applications of many leadership styles,
including servant leadership, can be quite
challenging to identify and differentiate.
Before introducing the attitudes compatible
to servant leadership, typical characteristics
and attributes of this style will be identified
through a review of their treatment in
the literature. This should aid the reader’s
understanding of what servant leadership
looks like, sounds like, and feels like.
Review of the Literature
Kent M. Keith, CEO of the Greenleaf Center
for Servant Leadership, addresses the basis of
Five Necessary Attitudes of a Servant Leader
servant leadership: “It means that ‘servant’
is a fundamental, essential, continuing
characteristic of a servant-lea der. If we are
going to be servant-leaders, we need to start
by being servants. That must be our true
nature. That must be who we really are”
(Keith, 2010). The main motivating factor for
servant leaders is to serve first, and this is what
distinguishes it from other forms of leadership.
The leader’s attitude is that “I am the leader,
therefore I serve” rather than “I am the leader,
therefore I lead” (Sendjaya and Sarros, 2002).
Servant leaders operate differently than other
leaders. Their approach helps create a positive
environment in the organization, adding to
workers’ job satisfaction and commitment to
the organization (Jaramillo et al., 2009).
As a servant leader one does not force
people to follow but walks among them
and moves in a direction that can unite
all in a common vision.
When Greenleaf first introduced the servant
leadership concept, religious groups readily
identified with the approach, recognizing
the core principles of service and community
development as scriptural values as well as
recognizing, of course, that Jesus served as
the best example of servant leadership. Many
non-religious not-for-profit organizations also
embraced the servant leadership style due to
its emphasis on service and the development
of purposeful, passionate communities within
organizational ranks. Many business leaders,
though, found it challenging, even puzzling,
to develop the skills and, most importantly, the
attitudes of servant leadership. However, as
numerous scholars began writing about servant
leadership, and as leaders slowly explored the
advantages of serving their employees rather
than directing them, this new leadership style
began to permeate mainstream management
techniques even within the business arena
(Kelly, 2010).
85
Transforming from conventional leader to
servant leader is not a simple task. It requires
a conscious effort to change one’s way of
thinking, acting, and reacting. According to
Autry (2001), it is important to realize that
servant leadership is not a spiritual concept,
but a way of “Being.” The five most important
ways of Being are to be authentic, vulnerable,
accepting, present, and useful – making it easier
for leaders to develop an attitude of service.
A vital prerequisite to servant leadership
is credibility, which is the foundation of
leadership. People must believe in their
leaders and know that they are worthy of trust.
To build credibility leaders must be honest,
forward-looking, inspiring, and competent
(Kouzes and Posner, 2007). Leaders who
put their organization and people before
themselves and don’t lead from the top
are true servant leaders. They listen, have
empathy, help people heal, know the value
of learning, possess foresight, are persuasive
and flexible, lead with a vision, work hard to
gain trust, are passionate about helping their
people progress and reach their potential, and
work hard to build a community within their
organization (Burrell and Grizzell, 2010). These
skills, behaviors, and attitudes set leaders apart
as servants who recognize the empowerment
of their people as an important goal.
Servant leaders have a vision for the future.
They communicate the desired direction of
the organization with regard to its mission,
values, and beliefs. Servant leaders break
down this vision into small attainable goals
that accumulate to their inspiring “big picture,”
maintaining the progress of people and the
organization at its core (Vinod and Sudhakar, 2011).
The servant leadership style has been
compared to other leadership approaches such
as charismatic and transformational leadership
as well as leader-member exchange, but what
differentiates servant leadership is the moral
objective of serving others (Mayer et al..
86
2008; Barbuto and Wheeler, 2006; Graham,
1991). Discussing the effectiveness of servant
leadership. Smith et al. (2004) argue that a
servant leadership style is better suited for a
more static business environment that has a
stable external context, not for dynamic fast
paced environments. However, Searle and
Barbuto (2011) propose that the adoption
of servant leadership adds to the ethical,
moral behavior in any organization in any
environment as it supports positive behavior on
both micro-and macro-level…
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