Leveraging the Power of Servant Leadership

Frontmatter

1. The Purpose of Leadership: Leadership That Moves the World

Abstract

The opening chapter introduces the purpose of leadership as moving the world. It is not about the leader, or the leader’s organization, but about making a positive change in the world. The power and potential along with the danger and horror of leadership is considered. A formula for work and leadership is proposed and Archimedes’ principle of the lever is introduced as a central organizing metaphor for the book and each part of the metaphor is explained along with the six basic assumptions of the book. These assumptions include the need for clear definitions, clear purpose, the importance of a leadership mindset, everyone taking on the call of leadership, and the critical need for leveraged leadership power to produce high performance.

James Laub

2. The Story of Leadership: The Historical Development of Leadership Thought

Abstract

The story and progression of leadership thinking is tracked throughout history. Beginning with the family unit then moving through tribalism and the emergence of all-powerful kings, Plato’s philosopher king, and the Tao Te Ching, and the leadership thoughts of Jesus and Machiavelli. The chapter then moves to the story of leadership thinking through the twentieth century from Scientific Management to Transformational Leadership then into the twenty-first century summarizing the development of current leadership theories and approaches. The “threads of history” tracked through this story are the three mindsets of leadership; autocratic, servant, and paternalistic (parental). The leadership choice faced by King Rehoboam is considered and how that choice is still faced by leaders today. The chapter ends with the image of Ozymandias proclaiming his greatness from a broken, neglected statue.

James Laub

3. Defining Leadership: The Critical Role of Definition Making

Abstract

Consistent definition making has been missing from much of leadership scholarship. This chapter makes a case for defining leadership terms and then using these definitions consistently to explain, teach, and research effectively. In the process, a typology of leadership is presented to deal with confusion points that continue to plague ongoing discussions of leadership. The goal is to make leadership and servant leadership concepts understandable, observable, and measurable realities that can be practiced effectively and taught to and developed in leaders. The chapter presents and then seeks to answer seven key questions to address confusion points in the understanding of leadership terms. Terms defined are leader, leadership, follower, management, and servant leadership. Criteria and a definition-making process are presented and utilized.

James Laub

4. Explaining the Servant Mindset: The OLA Servant Leadership Model

Abstract

The Organizational Leadership Assessment (OLA) servant leadership model developed by Laub (1999) is introduced along with the creation of the OLA instrument. This is the first model of servant leadership developed through a research-based approach providing an operational and measureable set of constructs to describe what servant leadership looks like in practice. The six disciplines of servant leadership (Values People, Develops People, Builds Community, Provides Leadership, Shares Leadership, and Displays Authenticity) are described along with three descriptors for each discipline. The OLA model of servant leadership provides a practical and usable framework for understanding the unique mindset a servant leader possesses and how this mindset is lived out through the servant leader’s behavior. A clear and usable definition of servant leadership forms the foundation for understanding servant leadership as a mindset rather than merely another style of leadership.

James Laub

5. Model Building for Servant Leadership: 1991–2016

Abstract

The OLA model of servant leadership is one of 11 servant leadership models put forward by writers and researchers seeking to build from and expand Greenleaf’s original work. These models reveal a progression of learning while affirming common themes to help us understand more clearly what servant leadership is, what it looks like, and how it functions within organizations. These models are research based and several have developed reliable and valid assessment tools to measure servant leadership for ongoing research and organizational consulting. Each of these models provides a unique lens for viewing this dynamic approach to leadership and all of them taken together provide a set of common characteristics that bring clarity to our understanding.

James Laub

6. Responding to Misconceptions and Objections to Servant Leadership

Abstract

In addition to understanding servant leadership through research-based model building we also seek to understand servant leadership better by addressing objections and misconceptions that come from those who challenge the validity or usefulness of the concept. This chapter considers the most common misconceptions and objections that some have about servant leadership as a viable understanding and practice of leadership; misconceptions such as servant leadership has a problematic name, is opposed to the use of power, is situationally limited, is too long-term-oriented, too religious, too utopian, and is, or appears to be, a weak form of leadership. Misconceptions are met head-on with explanations that seek to address a clearer understanding of what servant leadership is while the dark side of servant leadership is honestly explored.

James Laub

7. The Three Mindsets of Leadership: Autocratic, Paternalistic, and Servant

Abstract

The concept and meaning of a mindset (paradigm) is presented and then applied to leadership. The three distinct mindsets of leadership—autocratic, paternalistic, and servant—have always existed and it is the choice of all leaders which mindset they adopt. Becoming aware of the existence of these mindsets is the first necessary step in the process. Though each mindset is explained and contrasted, the paternalistic mindset is highlighted as representing the majority of leadership practice in the world today and yet stands as the least understood mindset of all. Autocratic (toxic) leadership is explored with a focus on narcissistic, addictive, and self-absorbed leaders. The Parent-Adult-Child (PAC) model of relationship and communication is explained as a way to understand paternalistic leadership in practice in contrast to servant leadership.

James Laub

8. The Servant Organization: Levels of Organizational Health

Abstract

Greenleaf envisioned the institution as servant and not just the leader as servant. This chapter takes the servant leadership definition and model and applies them to organizations. The servant organization is presented as the implications of autocratic, paternalistic, or servant organizations are explored in relation to organizations. The OLA as well as levels of organizational health (toxic/poor, negative paternalistic, positive paternalistic and servant) is presented. Descriptions of each of these health levels are provided. Leaders will be able to assess the health of their own leadership and their organization through the use of the Organizational Leadership Assessment (OLA) and the OLA servant leadership model. The goal is to create healthy organizations that are able to sustain engaged and high performing workers.

James Laub

9. Servant Leadership Research Review: Eighteen Years of OLA Research

Abstract

This chapter will explore just a part of the total servant leadership research conducted over the past 18 years with a focus on research completed using the OLA model and the OLA. This research provides evidence that servant leadership goes well beyond being a good and moral way to lead, but also produces outcomes that are good for employees, for leaders, and for the bottom line of our organizations. A summary of research to date with the Organizational Leadership Assessment (OLA) will be shared showing the relationship between servant leadership and organizational performance in areas of worker job satisfaction, trust in leaders and the organization, employee safety, team effectiveness, employee core self-evaluation, employee productivity, employee absenteeism and attrition, school climate, and student achievement.

James Laub

10. Considering Servant Organizational Structures

Abstract

In this chapter, we consider the critical issue of organizational structure and how different structures serve to enhance or hinder servant leadership practice. Can servant leadership function effectively in different organizational structures? Might a servant leadership mindset help to support and even create new types of organizational forms that can take us beyond the limitations of authority-based hierarchy? The work of Mintzberg and his five organization types are considered and the work of Laloux is examined to see how his model of Green and Teal organizations relates to the servant leadership approach. Issues of self-managing teams, high-trust organizations, and building leadership cultures are considered. Consideration is given as to how organizational structures might change based on the OLA-related health level of the organization.

James Laub

11. Leveraging Servant Leadership Power

Abstract

Personal power is the ability of a person to act versus the ability to get someone else to act. Therefore, it is essential that servant leaders understand how power is necessary for effective leadership. Servant leaders have been so fearful of the abuse of power that they often consider it in totally negative terms. One result of this is that leaders refuse to admit that they have personal leadership power and therefore must use that power to benefit and serve others. Various theories of power are presented and contrasted to this practical and usable view of personal leveraged leadership power.

James Laub

12. Mindshifting: The Critical Thinking Leader

Abstract

How does a leader shift their underlying perceptions about leadership? How might someone transform their thinking from an autocratic or paternalistic view to a servant-minded view? The mindshifts considered will deal with the leader’s view of himself or herself, the leader’s view of the led, and the leader’s view of the true purpose of leadership. Models of critical thinking will be applied to the practical challenge of addressing and changing our mental models to leverage our servant leadership power. The Mindset Pathways Model is presented, providing a way to seek lasting leadership mindset change. Multiple mindsets are considered and contrasted in this model to provide direction for the critical thinking leader.

James Laub

13. Implementing Servant Leadership to Move the World

Abstract

Each person has the capacity and responsibility to lead to move the world to a better place. This concluding chapter emphasizes the call of leadership and the challenge to answer that call to make a lasting difference in the world. A review of one of the key outcomes of effective leadership, the engaged worker, is presented. What is the state of the world’s workers today and what does their level of engagement say about the effectiveness of current leaders? By moving out of an autocratic mindset and beyond a paternalistic mindset, a way of leading that engages our workers and maximizes our organization’s health emerges to move organizations closer to fulfilling their performance potential. The metaphor of Archimedes lever is revisited to describe how it helps create understanding of the leveraged power of servant leadership as the most powerful way to move the world.

James Laub

Backmatter