Skip to main content
Top

2020 | OriginalPaper | Chapter

7. Leadership Development: The Role of Learning in the Authentic, Transformational, Servant, and Kenotic Leader

Authors : Laurel B. Emory, David P. Peltz

Published in: True Leadership

Publisher: Springer International Publishing

Activate our intelligent search to find suitable subject content or patents.

search-config
loading …

Abstract

Leadership is a learned behavior. There is an underlying intentionality within this learning that implies a deliberateness to transcend to a higher level of cognition, that of kenosis. It is within this transformative stage of leader development a person can evolve in their self-awareness to achieve a new normative state of increased authenticity through self-emptying.

Dont have a licence yet? Then find out more about our products and how to get one now:

Springer Professional "Wirtschaft+Technik"

Online-Abonnement

Mit Springer Professional "Wirtschaft+Technik" erhalten Sie Zugriff auf:

  • über 102.000 Bücher
  • über 537 Zeitschriften

aus folgenden Fachgebieten:

  • Automobil + Motoren
  • Bauwesen + Immobilien
  • Business IT + Informatik
  • Elektrotechnik + Elektronik
  • Energie + Nachhaltigkeit
  • Finance + Banking
  • Management + Führung
  • Marketing + Vertrieb
  • Maschinenbau + Werkstoffe
  • Versicherung + Risiko

Jetzt Wissensvorsprung sichern!

Springer Professional "Wirtschaft"

Online-Abonnement

Mit Springer Professional "Wirtschaft" erhalten Sie Zugriff auf:

  • über 67.000 Bücher
  • über 340 Zeitschriften

aus folgenden Fachgebieten:

  • Bauwesen + Immobilien
  • Business IT + Informatik
  • Finance + Banking
  • Management + Führung
  • Marketing + Vertrieb
  • Versicherung + Risiko




Jetzt Wissensvorsprung sichern!

Literature
go back to reference Avolio, B., & Bass, B. (2004). Multifactor leadership questionnaire: Manual and sampler set. Menlo Park, CA: Mind Garden. Avolio, B., & Bass, B. (2004). Multifactor leadership questionnaire: Manual and sampler set. Menlo Park, CA: Mind Garden.
go back to reference Avolio, B., & Bass, B. (2007). MLQ: Self evaluation report. Menlo Park, CA: Mind Garden. Avolio, B., & Bass, B. (2007). MLQ: Self evaluation report. Menlo Park, CA: Mind Garden.
go back to reference Avolio, B., & Gardner, W. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16, 315–338.CrossRef Avolio, B., & Gardner, W. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16, 315–338.CrossRef
go back to reference Avolio, B. J. (2005). Leadership development in balance: Made/born. Mahwah, NJ: Lawrence Erlbaum.CrossRef Avolio, B. J. (2005). Leadership development in balance: Made/born. Mahwah, NJ: Lawrence Erlbaum.CrossRef
go back to reference Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free Press. Bass, B. M. (1985). Leadership and performance beyond expectations. New York: Free Press.
go back to reference Bass, B. M., & Bass, R. (2008). The bass handbook of leadership: Theory, research, and managerial applications (4th ed.). New York: Free Press. Bass, B. M., & Bass, R. (2008). The bass handbook of leadership: Theory, research, and managerial applications (4th ed.). New York: Free Press.
go back to reference Bekker, C. J. (2011). Kenotic leadership. In F. Gandolfi (Ed.), Fundamentals of leadership (Vol. 1). Saarbrucken, Germany: Lambert Academic Publishing. Bekker, C. J. (2011). Kenotic leadership. In F. Gandolfi (Ed.), Fundamentals of leadership (Vol. 1). Saarbrucken, Germany: Lambert Academic Publishing.
go back to reference Burns, J. (1978). Leadership. New York: Harper and Row. Burns, J. (1978). Leadership. New York: Harper and Row.
go back to reference Clark, R. C. (2008). Building expertise: Cognitive methods for training and performance improvement (3rd ed.). San Francisco: Pfeiffer. Clark, R. C. (2008). Building expertise: Cognitive methods for training and performance improvement (3rd ed.). San Francisco: Pfeiffer.
go back to reference DeMartino, R., & Kramer, K. (1998). Perspectives on self-emptying: A Zen-Catholic dialogue. Eastern Buddhist, 31(2), 219–244. DeMartino, R., & Kramer, K. (1998). Perspectives on self-emptying: A Zen-Catholic dialogue. Eastern Buddhist, 31(2), 219–244.
go back to reference Ditewig, W. T. (2006). Epilogue: The kenotic leadership of deacons. In J. Keating (Ed.), The deacon reader. New York: Paulist Press. Ditewig, W. T. (2006). Epilogue: The kenotic leadership of deacons. In J. Keating (Ed.), The deacon reader. New York: Paulist Press.
go back to reference Fazey, I., Fazey, J. A., & Fazey, D. M. A. (2005). Learning more effectively from experience. Ecology and Society, 10(2), 4–26.CrossRef Fazey, I., Fazey, J. A., & Fazey, D. M. A. (2005). Learning more effectively from experience. Ecology and Society, 10(2), 4–26.CrossRef
go back to reference George, B. (2007). True north [Electronic version]. Georgia Tech Alumni Magazine, 4, 46–51. George, B. (2007). True north [Electronic version]. Georgia Tech Alumni Magazine, 4, 46–51.
go back to reference George, B., Sims, P., McLean, A. N., & Mayer, D. (2007). Discovering your authentic leadership [Electronic version]. Harvard Business Review, 85(2), 129–138. George, B., Sims, P., McLean, A. N., & Mayer, D. (2007). Discovering your authentic leadership [Electronic version]. Harvard Business Review, 85(2), 129–138.
go back to reference Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power and greatness. New York: Paulist Press. Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power and greatness. New York: Paulist Press.
go back to reference Heifetz, R. A. (2009, May). Adaptive leadership. Session presented at the doctoral residency of Regent University, Virginia Beach, VA. Heifetz, R. A. (2009, May). Adaptive leadership. Session presented at the doctoral residency of Regent University, Virginia Beach, VA.
go back to reference Jago, A. G. (1982). Leadership: Perspectives in theory and research. Management Science (Pre-1986), 28(3), 315.CrossRef Jago, A. G. (1982). Leadership: Perspectives in theory and research. Management Science (Pre-1986), 28(3), 315.CrossRef
go back to reference Laub, J. A. (1999). Assessing the servant organization: Development of the Servant Organizational Leadership Assessment (SOLA) instrument (Doctoral dissertation). Available from ProQuest Dissertations and Theses database (UMI No. 9921922). Laub, J. A. (1999). Assessing the servant organization: Development of the Servant Organizational Leadership Assessment (SOLA) instrument (Doctoral dissertation). Available from ProQuest Dissertations and Theses database (UMI No. 9921922).
go back to reference Maples, M. F., & Webster, J. M. (1980). Thorndike’s connectionism. In G. M. Gazda & R. J. Corsini (Eds.), Theories of learning. Itasca, IL: Peacock. Maples, M. F., & Webster, J. M. (1980). Thorndike’s connectionism. In G. M. Gazda & R. J. Corsini (Eds.), Theories of learning. Itasca, IL: Peacock.
go back to reference McGee-Cooper, A., & Trammell, D. (2002). From hero-as-leader to servant-as leader. In L. C. Spears & M. Lawrence (Eds.), Focus on leadership: Servant-leadership for the 21st century (pp. 141–152). New York: Wiley. McGee-Cooper, A., & Trammell, D. (2002). From hero-as-leader to servant-as leader. In L. C. Spears & M. Lawrence (Eds.), Focus on leadership: Servant-leadership for the 21st century (pp. 141–152). New York: Wiley.
go back to reference Merriam, S. B., & Caffarella, R. S. (1999). Learning in adulthood: A comprehensive guide. San Francisco: Jossey-Bass Publishers. Merriam, S. B., & Caffarella, R. S. (1999). Learning in adulthood: A comprehensive guide. San Francisco: Jossey-Bass Publishers.
go back to reference Michie, S., & Gooty, J. (2005). Values, emotions, and authenticity: Will the real leader please stand up? The Leadership Quarterly, 16, 441–457.CrossRef Michie, S., & Gooty, J. (2005). Values, emotions, and authenticity: Will the real leader please stand up? The Leadership Quarterly, 16, 441–457.CrossRef
go back to reference Miller, C. (1995). The empowered leader: 10 keys to servant leadership. Nashville, TN: B & H Publishing Group. Miller, C. (1995). The empowered leader: 10 keys to servant leadership. Nashville, TN: B & H Publishing Group.
go back to reference Northouse, P. G. (2019). Leadership: Theory and practice (8th ed.). Thousand Oaks, CA: Sage. Northouse, P. G. (2019). Leadership: Theory and practice (8th ed.). Thousand Oaks, CA: Sage.
go back to reference Page, D., & Wong, P. T. P. (2000). A conceptual framework for measuring servant leadership. In S. Adjibolosoo (Ed.), The human factor in shaping the course of history and development. Boston, MA: University Press of America. Page, D., & Wong, P. T. P. (2000). A conceptual framework for measuring servant leadership. In S. Adjibolosoo (Ed.), The human factor in shaping the course of history and development. Boston, MA: University Press of America.
go back to reference Pollard, C. W. (1996). The leader who serves. In F. Hesselbein, M. Goldsmith, & R. Beckhard (Eds.), The leader of the future: New visions, strategies, and practices for the next era (pp. 241–248). New York: Drucker Foundation. Pollard, C. W. (1996). The leader who serves. In F. Hesselbein, M. Goldsmith, & R. Beckhard (Eds.), The leader of the future: New visions, strategies, and practices for the next era (pp. 241–248). New York: Drucker Foundation.
go back to reference Popper, M., & Lipshitz, R. (2000). Organizational learning: Mechanisms, culture, and feasibility. Management Learning, 31, 181–196.CrossRef Popper, M., & Lipshitz, R. (2000). Organizational learning: Mechanisms, culture, and feasibility. Management Learning, 31, 181–196.CrossRef
go back to reference Rinehart, S. T. (1998). Upside down: The paradox of servant leadership. Springs, CO: NavPress. Rinehart, S. T. (1998). Upside down: The paradox of servant leadership. Springs, CO: NavPress.
go back to reference Russell, R. F., & Stone, A. G. (2002). A review of servant leadership attributes: Developing a practical model. Leadership & Organization Development Journal, 23(3/4), 145–157.CrossRef Russell, R. F., & Stone, A. G. (2002). A review of servant leadership attributes: Developing a practical model. Leadership & Organization Development Journal, 23(3/4), 145–157.CrossRef
go back to reference Shamir, B., & Eilam, G. (2005). What’s your story?: A life-stories approach to authentic leadership development. Leadership Quarterly, 16, 395–417.CrossRef Shamir, B., & Eilam, G. (2005). What’s your story?: A life-stories approach to authentic leadership development. Leadership Quarterly, 16, 395–417.CrossRef
go back to reference van Dierendonck, D. (2011). Servant leadership: A review and synthesis. Journal of Management, 37(4), 1228–1261.CrossRef van Dierendonck, D. (2011). Servant leadership: A review and synthesis. Journal of Management, 37(4), 1228–1261.CrossRef
go back to reference Yukl, G. (2013). Leadership in organizations (8th ed.). Upper Saddle River, NJ: Prentice Hall. Yukl, G. (2013). Leadership in organizations (8th ed.). Upper Saddle River, NJ: Prentice Hall.
Metadata
Title
Leadership Development: The Role of Learning in the Authentic, Transformational, Servant, and Kenotic Leader
Authors
Laurel B. Emory
David P. Peltz
Copyright Year
2020
DOI
https://doi.org/10.1007/978-3-030-46660-2_7