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Good servant leadership

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Good servant leadership

Leadership is the most significant role that a person can acquire in life. Leaders are the building blocks in their organization. Good leaders encompass excellent style, critical thinking, and they are also role models to their followers. Leaders should also have servant leadership qualities to help their followers to grow, prosper, and reach their ultimate potential (Gandolfi, Stone & Deno, 2017), thus resulting in the success of the organization. Servant leaders can enhance the performance and productivity of any organization by prioritizing employees’ necessities, acting as role models to their followers, encouraging moral ethics in the company, controlling their feelings, establishing communication channels with the employees, and encourage staff to participate in decisions making.

Servant leaders assume that leaders who are best capable of inspiring their followers are the ones who concentrate least at gratifying their personal needs and focus on giving priority to the attainment of followers’ necessities (Liden, Wayne, Liao, & Meuser, 2014). Research indicates that, when servant leadership is utilized in the right manner, with appropriate intents, that a genuine and natural way of reciprocation occurs between the leader and the followers, this results in the improvement in the labor force and enhances commitment and thus, increase in the company’s performance (Gandolfi, Stone & Deno, 2017). However, if the servant leaders give priority to the achievement of their own needs, their followers will not find a reason to commit to their work, and they might begin looking for jobs in other companies that fulfill their needs.

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Good servant leadership includes leading through serving followers. When leaders mount their priorities on delivering robust and moral support to followers and helping them achieve their full potential, followers, in turn, view the leader as a role model and participate in proper conduct, not under duress, but because they want to do so. Research shows that servant leadership is associated with follower results, which include job postures, organizational citizenship behavior (OCB), productivity, and results at the team and institutional levels (Liden, Wayne, Liao, & Meuser, 2014). However, if leaders do not act as role models and show concern to the welfare of their followers, the followers will lack interest in their assigned tasks, which will result in poor performance and a decrease in the productivity of the organization.

To increase organizational performance and productivity, servant leaders should be ethical by simulating integrity, regard, confidence, and fairness and keep colleagues accountable for proving similar values. Research demonstrates that ethical leaders attain societal contagion by being fair, honest, and reliable and through honorable conduct, develop an ethical work environment in which employees thrive thus, resulting in excellent performance and an increase in the productivity of the organization (Lumpkin, & Achen, 2018). Nevertheless, unethical conduct by leaders that are defined by the bullying of workers either emotionally or physically and wrongly accusing employees of misconduct can result in poor performance of employees, which results in low productivity of the company.

Servant leaders must be self-aware by acknowledging individual strengths, vulnerabilities, and abilities. Self-regulation is the capacity to control emotions and to think before acting. Being in control of feelings helps create a secure operating environment. Research suggests that self-regulation could improve honesty and make leaders more adaptive and resilient. Leaders also should be capable of comprehending the emotions of other people and can appropriately handle others by demonstrating compassion. This calls on workers to remain with an organization. Properly administered feelings have an impact on performance by fostering confidence and loyalty (Lumpkin & Achen, 2018). Nonetheless, leaders who are emotionally volatile and are unable to display compassion to their workers drive them away, which results in losing valuable and productive employees in their company.

Servant leadership principles are compatible with principles from morality ethics. Morality ethics suggests being a good organizational leader involves someone who can make the most out of other people and can help others become conscious of what they can accomplish in a way that adheres to the broader community. This expertise is favorable to an environment that encourages public service and enables all interested parties to flourish and perform better. Moral ethics also suggests that a virtuous enterprise builds practices for achievements in the manufacture of products and services while at the same time maintaining a genuine interest in the public good of the community. Servant leaders demonstrate moral ethics management, which is considered imperative to the long-term competitive achievement of the organization (Jaramillo, Bande & Varela, 2015). However, leadership that does not promote employee development is due to fail because of lack of skills development, which can enhance performance and increase productivity in the company.

In contrast to conventional management styles, servant leadership encourages staff to participate in all aspects of the decision-making procedure. When workers work as a team with shared goals, they establish a strong feeling of allegiance with time. A loyal labor force can derive various rewards for organizations, including improved retaining and best performance. Most importantly, feelings of fidelity among workers will promote improved recruitment employment results, as present employees are likely to refer to family and friends to the organization’s job opportunities (Ontimestaffing, 2019). Nonetheless, a lack of loyalty in an organization will yield poor performance and low profits because of the lack of a team spirit.

Corporate leaders need to understand the urgent need to create a well-set and uninterrupted means of communication with workers because employees are the best supporters for organizations. Communication with workers can act as a confidence booster because people feel that they are useful for the organization. The presence of communication channels between the servant leaders and staff could generate staff satisfaction and fidelity. Employee involvement and performance is a feature of the capacity, leader to establish policies to involve workers to achieve optimal performance. The main reason why servant leaders engage workers is to enhance the worker’s measures to meet organizational targets. Business leaders must develop a strategy for communicating with employees for the best performance (Sonko, 2018). However, the lack of communication channels will result in reduced employee performance, which will result in poor organizational performance.

By shaping positive service-oriented attitudes that emphasize the significance of serving several organizational stakeholders, servant leaders build, and sustain, a service atmosphere that generates better performance. Service climate is defined as workers shared views of the policies, practices, and processes that are rewarded, supported, and anticipated concerning customer service. Studies have shown that service climate facilitates the effect of servant leadership on organization productivity (Jaramillo, Bande & Varela, 2015). Nevertheless, leadership that does not promote a service climate limits its employee’s potential and the opportunity for growth. Thus, it limits the growth of the company.

Servant leadership unquestionably enhances organizational performance, particularly employee results and productivity. Real leadership originates from influence, harmony, and honesty. The success of a leader encompasses the management of relationships and correspondence within a team and leads the team on the way to achieving their goals. Leadership manifests on the ability of a person to articulate an idea, motivate others to attain results, stimulate team collaboration, and being a role model. Servant leaders act in the best interests of the workers and give priority to their personal growth and progress. These measures lead to higher levels of official dedication, increased commitment to leaders, and decreased staff turnover intent. This, in return, yields excellent performance and productivity of the organization.

 

 

 

 

 

 

 

 

 

 

 

 

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