Servant leadership is a theory of leadership, not a method or a set of techniques. In a program of servant leadership, an organization can use a variety of methods to help its leaders develop, including training, coaching, mentoring, and the use of theories.
The theory of servant leadership is that leaders who are not followers of any leader are called to be leaders in their relationships with others. Their leadership is an expression of their love for others. In developing a reputation as a servant leader, a leader must ultimately be a leader in leading, not in following. A leader must be a servant leader with a positive, constructive influence over others. His leadership is essentially developmental.
Servant Leadership is the most important leadership theory to emerge in the last 20 years. At the heart of it is a deep faith in the power of human relationships, in the possibility of self-leadership, and in the value of the entrepreneurial instinct in the hearts of those who lead. It is the most significant leadership theory to emerge in the last 20 years.
Author: Robert A. Greenleaf, Ph.D., is a professor of philosophy at the University of Akron, is the author of seven books including Leadership and the New Science, and was a mentor for the PhD program in Leadership Studies at Gonzaga University. He is a member of the American Academy of Arts and Sciences and the National Academy of Social and Political Sciences.
In today's global economy, as businesses and institutions face a world of stresses and distractions, the simple notion that any leader, especially a senior leader, could be a servant leader fills them with hope and, for me, with the fuel for the journey.
The journal is published by Praeger. The Journal's editor-in-chief is Justice Rashid Maldives. The Executive Editor is Erik Erikson . The editorial office is located at Publishing.Praeger.com/servant-leadership-journal .
In addition, the Journal encourages to publish those original research and case studies to contribute to the Journal's commitment to contribute to the well-being of its readers, authors, and audience.
The Chinese public sector services and employees have developed a variety of forms of servant leadership. The findings provide insights into practice of servant leadership in the public sector in China.
This study makes the following contributions: (1) It is the first comprehensive attempt to study servant leadership in the public sector in China. (2) It is the first attempt to compare and contrast the two distinct forms of servant leadership orientation within the West and China. (3) The study suggests implications for practice of servant leadership in the public sector.
These contributions allow the reader to better appreciate the forms and content of servant leadership and better understand the differences and similarities between China and the West. The findings of this study are likely to be useful in a variety of practical and academic settings to encourage and develop diverse forms of servant leadership in the public sector. This study is important in that it provides a comparative study between China and the West. It is hoped that this study would help to promote a cross-cultural study between China and the West. 827ec27edc