Target Corporation And Food For The Hungry: A Case Study

Servant leadership may be a relatively new concept in the world of business management, but the behaviors that follow its theories are so crucial to human interaction they can be traced back for centuries. Although the majority of America’s most well-known companies do not outwardly claim to follow the actions laid forth by the theories of servant leadership, those with an increasing interest in employee satisfaction and performance do tend to follow many of these same principles. An example of this can be seen in how two completely different organizations, such as the Target Corporation and Food for the Hungry, embrace some of the exact same values, yet have entirely different motivations. Since both Target and Food for the Hungry’s primary objective relies on the satisfaction of their clients, certain characteristics of servant leadership become essential in order to encourage high performance through the maintenance of strong employee relationships

Target

Pay Less.’ brand promise.” (Jurevicius, 2013, p.2). This falls in line with the motivations that Target should have as a retailer, to attract and satisfy as many customers as possible in order to maximize profits. This mission statement impacts the culture of Target by implying that service does play a role to a certain extent, but that the underlying purpose of the company is to draw consumers with the intent of increasing profits in order to remain sustainable as an organization. Service plays a large role, but this mission statement is not in the same vein as the selfless commitment to the growth of others that is expressed in Food for the Hungry’s mission