Servant-Leaders in Training

Foundations of the Philosophy of Servant-Leadership

verfasst von: John Henry Horsman

Verlag: Springer International Publishing

Buchreihe : Palgrave Studies in Workplace Spirituality and Fulfillment

Enthalten in: Springer Professional "Wirtschaft+Technik" , Springer Professional "Wirtschaft"

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Über dieses Buch

Guided by and complimenting the writings of Robert K. Greenleaf, this book aims to deepen, expand and extend the philosophy of servant-leadership. Proposing a grounding framework for the studies of leadership, training and development, the author suggests that servant-leadership is primarily based on the structures of human development. Emphasizing the notion of a developing servant-consciousness and explaining the composition of a servant-leader disposition, this book analyzes the way that leadership has evolved. The characteristics of a servant-leader are categorized into five primary capacities, each with a focus on holistic listening and path-finding foresight. Servant-leaders in Training is essential reading for scholars of organizational leadership and management, and those wishing to gain a deeper understanding of servant-leader philosophy more generally.

Inhaltsverzeichnis

Frontmatter

1. Profoundly Relational, Creative, Holistic, and Integrative

Abstract

Robert K. Greenleaf’s writings are seminal to the Servant-leader philosophy and all that is presented herein. The first chapter begins with an invitation for the reader to become a Servant-leader in training. The notion of a servant-consciousness supported by a clarified Servant-leader disposition is introduced and defined for this emerging and transforming philosophy. Serving-first differentiates Servant-leader development, as it distinguishes the motive, the purpose, and the way to lead. Leadership understood through the lens of human development is a theoretical justification for the philosophy of Servant-leadership. Introductory assumptions and clarifications on transforming leadership, the crisis of leadership, a deeper view of Greenleaf’s motive for serving-first, and a natural resistance to Servant-leadership are addressed. Finally, a creative exploration of the motive for serving-first is presented.

John Henry Horsman

2. Human Development

Abstract

Human development models provide an appropriate and legitimate theoretical framework for understanding leadership and leadership development, as well as organizational development and systems development. Human development is presented as a four-stage potential growth continuum. Growth begins with awareness and an ability to learn values and skills and holistically and expansively integrate them. More expansive foundational stages emerge from integrations of values and knowing. The advantage of presenting this eclectic four-stage model is that it is quite easy to map where we are and where we are likely heading personally and organizationally. Our leadership mirrors our developed values and skills. Servant-leadership comes to greatest fruition within the 2nd Tier of development and is thus justified and articulated as a legitimate emerging philosophy.

John Henry Horsman

3. Leadership Development

Abstract

Servant-leading is emerging as an appropriate form of leadership in our time. Servant-leading finds its greatest fruition and justification in Stage III and throughout Stage IV (2nd Tier development). Once a Stage III worldview begins to emerge, our calling is the context of how we will live out our Servant-leadership. We explore and practice the dispositions, capacities, values, and skills that constitute this leadership philosophy so we might learn to create a kinder, more human, more flourishing, global society. The four-stage model addresses the increasing complexity humanity is experiencing and calls for continuous transforming personal and collective development. Rejuvenating the imagining skills becomes the primary driver for further development of a profoundly relational, creative, holistic, and integrative Servant-leader disposition.

John Henry Horsman

4. Empathetic and Moral

Abstract

Serving-first focuses on creating greater meaning and fulfillment, greater relational engagement, greater personal, group, organization, and community transformation—in short greater personal and collective human flourishing. This chapter addresses moral authority within the context of empathy and compassion, integrity and responsibility, forgiveness and healing, and the complex concept of humility. Promoting community at Stages III and IV is reflective of a profoundly relational approach to leadership and is grounded in the development of an independence–interdependence dynamic. The dynamic is introduced as a developmental outgrowth from a profoundly relational awareness that the drive for self-actualization can only occur within a supportive and flourishing collective actualization. Finally, congruence and harmony supported by systems thinking are posed as primary guiding values for Stage IV development.

John Henry Horsman

5. Listen-First Seeking Clarity Before Influence

Abstract

Understanding of the concepts of Servant-leadership does not make one a Servant-leader, skills and associated values need to be practiced and learned. Listening-first has perhaps the greatest value and skills influence in the development of Servant-leaders. Variations of poor listening are described. The notion of holistic listening is introduced, beginning with the attitude of respectful listening and then learning empathetic listening and onto variations of generative listening and generative dialog. Holistic listening also includes discernment, which includes acknowledging our reasoning, our feelings, and our will as a way to improve decision-making capacity. Influential persuasion is presented as a non-coercive, non-manipulative approach to influencing others. A listening spiral is an example of a creative way to deepen our intentional attending to holistic listening.

John Henry Horsman

6. Pathfinding-Foresight and Systems Thinking

Abstract

Listening and foresight are the driving aptitudes for the emergence of a Servant-consciousness. Leading requires practicing pathfinding-foresight, the greatest of the creative skills (Greenleaf, Servant leadership: A journey into the nature of legitimate power and greatness. New York: Paulist Press, 1977). An aware healing and creative learning dynamic is presented and explained as the heart of learning pathfinding-foresight. Pathfinding-foresight is not only about learning from the future but also about creating changes in ourselves and in our collective systems. Servant-leaders learn to use their pathfinding capacity at any time during their work and life experiences. The U journey is a pragmatic process for practicing and developing pathfinding-foresight and for building capacity for a micro, meso, macro, mundo global systems framework. Systems thinking is integral to using strategy and servant-stewardship for 2nd Tier, Stage IV development.

John Henry Horsman

7. Nurturing a Servant-Consciousness

Abstract

A servant-consciousness arises from serving-first, is inherently transforming, and is inspired by compassion, generosity, gratitude, and joy. This chapter further addresses creativity, wisdom, and holism, emphasizing that we need to relearn how to sift and distill wisdom from our knowledge, information, feelings, and from others, and even from Nature and Source. A holistic structure for accessing wisdom is presented. Wisdom is also explained and presented within the context of Wise Elder Mythology. Developing capacity at Stages III and IV involves a new sense of relational responsibility, a Four Breath Presencing Practice is presented as a method and discipline to create conscious awareness of our relational responsibilities and open our hearts and minds to greater creative, holistic, and integrative awareness. A final summation is provided.

John Henry Horsman

Backmatter

Titel: Servant-Leaders in Training
verfasst von: John Henry Horsman
Verlag: Springer International Publishing
Electronic ISBN: 978-3-319-92961-3
Print ISBN: 978-3-319-92960-6
DOI: https://doi.org/10.1007/978-3-319-92961-3