The Key Elements of Servant Leadership

1. The Key Elements of Servant Leadership Johns Hopkins University School of Professional Studies in Business and Education 2006

2. Servant Leadership:Quest for Caring LeadershipLarry SpearsStewardship: Choosing Service Over Self-interestPeter BlockIdeas of Robert Greenleaf Johns Hopkins University School of Professional Studies in Business and Education 2006

3. Listen Receptively • A leader listens to what others have to say. • The leader strives to truly understand what others have to say. • Listening is a skill that requires the leader to understand on a deeper level. • Listening: • Involves getting in touch with one’s inner voice − a true ability to reflect • Encourages thoughtful silence • Sometimes what we don’t say is of equal importance. Johns Hopkins University School of Professional Studies in Business and Education 2006

4. Acceptance of Others • People need to be accepted and recognized for their special and unique spirits. • Hear what others have to say without adding any judgments. • Always keep an open mind. • The servant leader seeks to understand and empathize with others. Johns Hopkins University School of Professional Studies in Business and Education 2006

5. Foresight and Intuition • The leader always sees the entire picture. • Leaders frame questions from a genuine place of not knowing all the answers. • Leaders sense relationships. • We can tell a lot about the leader by the questions s/he asks. • Servant leaders understand the lessons of the past, the realities of the present, and the likely consequences of a decision for the future. Johns Hopkins University School of Professional Studies in Business and Education 2006

6. Awareness and Perception • General awareness, particularly self-awareness, is essential. • Servant leaders: • Possess the ability to see probable outcomes of situations • Understand the issues of ethics and values • Honor all sides on complex issues • Can see issues through the eyes of staff Johns Hopkins University School of Professional Studies in Business and Education 2006

7. Powers of Persuasion • Servant leaders: • Use persuasion rather than positional power to make organizational decisions • Possess a deep belief in the unlimited potential of staff • Build consensus • Tap the “entheos” (authentic spirit) rather than enthusiasm (sometimes fake) • Convince rather than coerce others Johns Hopkins University School of Professional Studies in Business and Education 2006

8. Conceptualize and Communicate • Servant leaders: • Nurture the ability to dream great dreams • Think beyond the day-to-day realities in problem solving. • Have clear goals and the ability to explain them to others • Say “let’s go,” instead of saying “get going” • Project a “think beyond today” reality Johns Hopkins University School of Professional Studies in Business and Education 2006

9. Exerts a Healing Influence • Servant leaders: • Recognize they have an opportunity to help make whole the broken spirits of those with whom they come in contact • Honor the potential of staff to solve their own problems • Connect by listening deeply Johns Hopkins University School of Professional Studies in Business and Education 2006

10. Builds Community • A servant, helper, teacher first—leader second • Commitment to personal and professional growth of staff and self • Belief that people have an intrinsic value beyond teaching • Clear recognition of the importance of community, particularly in school environments Johns Hopkins University School of Professional Studies in Business and Education 2006

11. Art of Contemplation • Servant leaders choose their words very carefully. • Leaders always take time to think (reflect), rather than react. • “Just do it” is not part of their vocabulary. Johns Hopkins University School of Professional Studies in Business and Education 2006

12. The Desire to Change Oneself • Servant leaders: • Participate in the process of change willingly, including personal change • Want to bring value to the organization by lifting up others • Value intellectual capital • Want to provide support to all for the greater good of all Johns Hopkins University School of Professional Studies in Business and Education 2006

13. The Reversed Pyramid of Leadership The principal Johns Hopkins University School of Professional Studies in Business and Education 2006