The Importance Of Servant Leadership

Servant Leadership . As cited by Sajjadi (2014), servant leaders have been described as those who place the good of those being led over the self-interest of the leader. Such leaders are said to value and develop people, build community, and share power and status for the common good of each individual, the organization, and those served by the organization. They also lead by setting an example for others to follow and place emphasis on strong interpersonal relationships. This style may also be characterized by an altruistic mission to serve others and empathic sensitivity to their needs. This form of leadership also addresses the importance of multiple stakeholders.

A conceptual model of servant leadership suggests that there are six main

In this co-existense, transformational leadership posits that leaders and their followers form and build interpersonal relationships where the former become change agents and the latter as leaders. This relationship ultimately leads to the empowerment of the followers where their potentials are developed to the fullest eventually meeting their needs. All the members of the organization experience a change in mind and heart and commitment is built on organizational objectives. This study will look into ways on how academic middle managers empower their faculty members to prepare them to work towards the attainment of goals as well as towards the attainment of their needs through the different leadership roles performed by the former.

On the other hand, transactional leadership focuses on motivating members towards organizational vision of which rewards are expected in the attainment thereof. The performance of academic middle managers will also be weighed on how they motivated their faculty members to perform their tasks with a reward in

A) Communication, in which middle managers tend to have a team of support personnel and a network of HQ contacts in order to help them do the job. This means Middle Managers have to be effective in the fostering of good relations and communication links with supporting functions if they are going to be effective in the middle management role (Dance 2001); b) Team Working, wherein middle managers have to have the ability to identify development needs in the line management team and provide suitable opportunities to meet those needs for them to develop. Middle managers need to be able to delegate tasks and challenges to their line managers in order to develop them (Clegg & McAuley, 2005); c) Planning and Organizing, wherein school leaders who have the responsibility, whether formal or informal, for managing resources should be trained so that they can effectively align resources with pedagogical purposes (Schleicher, 2012); and d) Developing Self, in which there is very little training for the middle management role therefore middle managers need to be effective self-developers (Clegg & McAuley,