Informative Essay on Servant Leadership
Various organizations employ different forms of leadership in creating value for their business. Examples of such kind of leadership styles include transformational, transactional, and servant. Notably, servant leadership is unique because it is not mainly focused on profits and growth but rather on employees or followers. Notably, this leadership style has existed for a long time, but Robert Greenleaf reinvigorated it in 1970 (Gandolfi & Seth 264). The outlined author suggested that a leader should be a servant, which means that he or she should focus on the need of others who are primarily their followers. Important to note, caring for other people need entails helping and developing juniors on multiple fronts. For instance, a servant leader must be concerned about the followers’ ethical, relational, spiritual, and emotional aspects (Davies 1). By doing so, the juniors are empowered to become the better versions of themselves thus can grow and become effective and efficient in their respective fields. Therefore, servant leadership is all about nurturing a good relationship between the followers to strive and flourish in their endeavors. This essay aims to inform people in leadership positions of servant leadership’s benefits, such as increased customer satisfaction, reduced deviant behavior and employee engagement and positive innovation outcomes, and information sharing among employees.
Servant leadership leads to increased customer satisfaction and employee performance in the organization. Importantly, this form of leadership’s most critical philosophy is service to others. Notably, this begins from the top, where the leader serves and natures the employees’ needs under his governance (Eva et al., 119). This kind of treatment motivates the juniors, who in return would want to reciprocate to the people they serve daily. For instance, an employee in customer care service can emulate treating and serving others from their respective managers. Consequently, they will provide high-quality customer service to company clients. Superior service to customers will lead to high satisfaction that will encourage repetitive purchases that will ultimately lead to high economic profits and growth. Additionally, high customer satisfaction levels will encourage promotive voice, whereby customers will share information about the organization’s products and services to friends, relatives, and other people they are connected with. As a result, there will be an increased attraction of new customers. Therefore, servant leadership creates a reciprocal type of relationship where employees try to emulate and duplicate their managers’ behavior to customers or colleagues, which leads to high satisfaction, which is crucial for an organization’s success.
Servant leadership reduces employee deviance behavior and increases employee engagement. Notably, this leadership type is centered on nurturing employees holistically to empower them to become better at their duties. Incidentally, some employees feel disenfranchised, especially when their views are not taken into consideration. Additionally, deviance can emerge from a toxic culture characterized by employers sacrificing their followers for profits and growth without appreciating their efforts. Hostile climate organizations can often lead to high turnover and low levels of revenue. However, when leaders who are in management serve the needs of their followers. Positive emotions are triggered, which contribute to high employee satisfaction. The rationale behind is that when employees are well appreciated and involved in running an organization, their engagement level rise, which often leads to high performance on their roles. Additionally, empowering employees reduces the possibility of deviant behavior (Eva et al. 119). Therefore, servant leadership reduces deviance and increases employees’ engagement that, in turn, reduces turnover levels.
Servant leadership is significantly linked to improved innovation outcomes and knowledge sharing among employees. More often, those at the top of the leadership pillar are the most experienced and knowledgeable people. Therefore, when they employ tenets of servant leadership and endeavor to empower their followers, they share useful skills with their employees to effectively handle tasks. When followers grasp such concepts, they reciprocate by sharing that information or skills with other employees struggling in this given role (Eva et al., 119). Due to this, the organization fosters a culture of sharing knowledge among its members; as a result, tasks are completed effectively while employee performance increases. On the other hand, sharing of information boosts creativity because employees have access to tips and tricks in their given field, enhancing their creativity and innovation. Therefore servant leadership is essential in boosting employees’ innovation outcomes and information sharing.
To sum up, servant leadership entail prioritizing employees’ needs instead of economic profits. In other words, this form of leadership is based on the fact that employees become better at their job when they empower and develop them. Consequently, they are likely to post superior performance as they try to reciprocate better treatment and job development. Importantly, significant research finding reveals that servant leaders have a positive effect on the organization. For instance, it is revealed that servant leadership leads to high customer satisfaction that promotes repetitive purchases. Additionally, this kind of management reduces employee engagement and deviance by fostering a positive relationship between employers and employees. Finally, servant leadership encourages information sharing among employees, which spurs creativity and innovation.
Davis, Henry J. “Discerning the servant’s path: Applying pre-committal questioning to Greenleaf’s servant leadership.” The Journal of Values-Based Leadership, vol.10, no.2, 2017, pp.1-14
Eva, Nathan, Mulyadi Robin, Sen Sendjaya, Dirk Van Dierendonck, Robert Liden. “Servant leadership: A systematic review and a call for future research.” The Leadership Quarterly, vol. 30, no.1, 2019, pp. 111-132.
Gandolfi, Franco, and Stone, Seth. “Leadership, leadership styles, and servant leadership.” Journal of Management Research, vol. 18, no.4, 2018, pp. 261-269.
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