Theoretical Framework Of Servant Leadership

“True continuous improvement requires a servant leader attitude and outlook to be successful within an organization. Continuous improvement in its purest sense actually demands that leadership support others in their development. Hence, rather than exercise power over the people, the power should be shared with the people by putting their development needs first” (Bigelow, 2015, p. 1). Introduction To address servant leadership behaviors and middle school leadership, Chapter Two is a comprehensive review of the literature pertaining to the background of middle school philosophy and concept, historical background of the servant leader, adolescent development theories, leadership theories, servant leadership as it relates to business

The Department of Education at Bethel College acknowledged this in adopting for its programs in teacher education the organizing theme The Teacher as Servant-Leader, and stating its mission as preparing educational leaders for service in public and non-public schools.

Theoretical Framework

Servant leadership, a philosophy introduced in 1970 by Greenleaf entitled, The Servant as Leader, emphasized the importance of a leader’s motivation to serve or to lead as an identification of servant leadership. Late in the 1970’s, the servant leadership emerged, viewing the leader as a servant. Greenleaf introduced the term servant leader to the corporate world. Greenleaf’s concept of servant leadership began to develop during his involvement with universities in the 1960’s and 1970’s while lecturing at MIT and Harvard Business School, as well as others.

Whether in the corporate boardroom, church pew, or school hallways, leaders have embraced servant leadership as a legitimate leadership style for creating a positive and productive environment (Spears, 2004). Greenleaf was given the title, “grandfather” of servant leadership (Polleys, 2002). Robert Greenleaf’s death in 1990, brought Larry Spears, president and CEO of the Greenleaf Center for Servant Leadership, to the forefront of service

Establishing values within your organization strengthens the ability to manage others. Leaders who possess the mental capability of being able to vicariously place themselves in other’s shoes encompass an extraordinary attribute. The ability to envision clearly opposing views is a valuable administrative tool. Servant leadership promotes this very special, yet unique human quality (Spears, 2004). (5) Persuasion - Authoritarian leaders make decisions based on position and title, rather than persuasion. Servant leaders build effective group consensus in order to affect change. The ability to convince others to respond as a majority without using coercion is the foundation of teamwork. Leaders who ignore the principles of teamwork restrict the ability to lead and erode individual performance. This trait explicitly signifies the differences between authoritative leaders and servant leaders (Spears,