The Manager as Servant Leader Getting the Right Results for the Right Reasons

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The Manager as Servant Leader Getting the
Right Results for the Right Reasons

• Dr. John A. Kline
• Professor of Leadership
• Troy University
• www.klinespeak.com
• john_at_klinespeak.com or jkline_at_troy.edu

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L M Questionable Distinctions

• Leaders lead people managers manage things
• Leaders work for change managers work for
  stability
• Leaders focus on long-term managers on
  short-term
• Leaders have a vision managers have objectives
• Leaders appeal to the heart managers to the head
• Leaders find new roads mangers take existing
  roads
• Leaderstransformational managerstransactional
• Transactional reward/punishment do what I tell
  you
• Transformational inspires, motivates,
  encourages often charismatic (but not
  narcissistic) transforms people and the
  organization
• While I question these seven distinctions, I said
  this

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In a 2008 article for the Armed Forces
Comptroller called Managing People and
Processes, I wrote

• Leadership without management is vision without
  fulfillment. I also believe
• Management without leadership often yields
  stagnation and lost opportunities. Therefore,
  the point is this
• Managers must also be leaders.
• The question is What kind of leaders?

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Great Leaders

• Inspire, motivate, encourage and promote
  transformation of an organization and its people.
  (Transformational Leadership)
• Find good people, give them responsibility, and
  then help them succeed. (Shared Leadership)
• Serve others and the organizations to which they
  belong. (Servant Leadership) Implies shared
  transfor
• Please keep this point in mind Leaders
  always bear responsibility for what happens.
  None of the statements above imply absence of a
  leader who bears ultimate responsibility no
  organization will succeed for any length of time
  without one person at the top.

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Overview of Servant Leadership

• Traits or Attributes
• Styles
• Focus
• Remember, the main idea today is The Manager
  as Servant Leader Getting the Right Results for
  the Right Reasons

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Three Key Attributesof Servant Leaders Great
leaders are servant leaders because it is the
best way for them to serve the organization and
others.

• Characterwho you are
• Competencywhat you can do
• Confidencebelief in yourself and your ability to
  lead others

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Character A list of some qualities

• Inspiringconfident get best out of people
• Courageouspersevering to accomplish a goal
• Honestsincerity, integrity, displaying candor
• Fair-mindedsensitive to well-being of others
• Forward Lookinghaving a vision for the future
• How would you rank these? 1 is top 5 is last

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Competency OPMs Five Requisites to be an SES
Manager

• Lead change
• Lead people
• Business acumen
• Results driven
• Communicate/Build Coalitions

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ConfidenceComes mainly from possessing
Character and Competence

• Exhibit Characterwho you are and who you seem to
  be and they should be consistent
• Demonstrate Competenceknow what youre talking
  about and show it
• Think Strategically
• Have the big picture
• Have a plan
• Set solid priorities
• Show You can Handle Adversity
• Look, Act Feel Confident

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Styles of Leadershipa test
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Three Basic Styles of Leadership

• Authoritarian
• Participative
• Delegative

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Authoritarian

• Leader tells what to do and how to do it
• Not simply bossing other people around
• Valuable if time is short, information is known,
  and followers are motivated
• Effective if others recognize and respect your
  authority not effective if they dont
• All leaders must be able to show authority

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Participative

• Lets others participate in decision-making
• Effective if the leader has only part of the
  information followers have other information
• Promotes teamwork and sound decisions
• Leader still responsible for decisions
• Important point The leader maintains final
  authority and responsibility

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Delegative

• Leader delegates specific responsibilities
• Delegates expected to make decisions
• Effective when leader trusts others and knows
  they have necessary competencies
• Leader still responsible for decisions
• Important point The leader maintains final
  authority and responsibility

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Important Points

• The most effective leaders use all three styles
  depending on the situation that is, they use
  each style at appropriate times
• You can be a servant leader irrespective of the
  style you use in fact, servant leaders must be
  able to use all three styles
• Effective servant (sharing/transformational)
  leaders focus on both the task and the people
  doing it and they avoid over-focusing on one or
  the other lets talk about this

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Task-focused Leaders

• Basic assumptions
• People cant or wont direct their own behavior
• Individuals are often indifferent to group goals
• Leaders often communicate this by
• Telling not only what to do but how to do it
• Controlling or discouraging open communication
• Followers often respond by
• Performing to the leaders low expectations
• Resisting responsibility starting rumors trying
  to discover company secrets

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People-focused Leadership

• Basic assumptions
• People are intrinsically motivated and will
  assume responsibility people are basically good
• Conflicts/tensions must be reduced at all costs
• Leaders often communicate this by
• Emphasizing individual needs over organizational
  ones
• Letting individual desires override task
  accomplishment
• Followers often respond by
• Creating an appearance of harmony in the group or
  organization while relieving conflicts elsewhere
• Showing dissatisfaction when leaders issue
  directives

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Dual-focused Leadership

• Basic assumptions
• Flexibility is important
• Individual and group needs should be consistent
• Leaders communicate this by
• Demonstrating a willingness to adjust be
  flexible
• Expecting a certain return for flexibility task
  must be accomplished
• Followers respond with
• Increased esteem for self and group more open
  communication
• Increased productivity while bringing individual
  behavior in line with group objectives

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So what can we conclude?

• Effective leaders show concern about both the
  task and the people
• You need to know what styleauthoritarian,
  participative and delegativefits you, the people
  you lead and the situation
• You will be most effective if you possess strong
  character, competence and confidence
• Great leaders are servant leaders because it is
  the best way for them to serve the organization
  and others.

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Characteristics of Servant-Leaders

• Communicate vision plan why to follow
• Listen for information to understand people
• Implement change
• Mentor future leaders
• Motivate/Encourage others
• This is my listit coincides with what others say
  and it requires Character, Competency and
  Confidence

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The main idea The Manager as Servant Leader
Getting the Right Results for the Right Reasons

• Servant leadership is good.
• Self-centered, selfish, purely transactional
  leadership may work in the short term but it
  simply wont work over the long haul.
• Transformational, shared, servant-leadership
  results in greater productivity and
  worker/follower satisfaction.
• Therefore Managers who are servant leaders get
  the right results and they get them for the right
  reason.

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The Manager as Servant Leader Getting the
Right Results for the Right Reasons

• Dr. John A. Kline
• Professor of Leadership
• Troy University
• www.klinespeak.com
• john_at_klinespeak.com or jkline_at_troy.edu