SERVANT

LEADERSHIP
GROUP 1

COURSE: LEADERSHIP LECTURER: MS. ANGELIKA NGUYEN NHU HA

 Group 1

TABLE OF CONTENTS Servant Leadership

1 Definition 4 How Does Servant Leadership Work?

Ten Characteristics of a Advantages, disadvantages &

2 5
Servant Leader applicability of Servant Leadership

3 Model of Servant Leadership 6 Case Study

Part 1 - Servant Leadership Group 1

Servant Leadership is a leadership model in which leaders put

service and care for their subordinates first, in order to
promote their development and success.
This contrasts with many traditional leadership models, in
which leaders often put personal or organizational goals first.
DEFINITION
ROBERT K. GREENLEAF (1970). "THE SERVANT AS LEADER". THE ROBERT K. GREENLEAF
CENTER FOR SERVANT LEADERSHIP.
10 CHARACTERISTICS OF A SERVANT LEADER
1 Listening 6 Conceptualization

2 Empathy 7 Foresight

3 Healing 8 Stewardship

4 Awareness 9 Commitment to Growth

5 Persuasion 10 Building Community

Part 2 - Servant Leadership Group 1

 MODEL OF SERVANT LEADERSHIP
ANTECEDENT SERVANT LEADER
OUTCOMES
CONDITIONS BEHAVIORS

Conceptualizing
Emotional Healing
Context and culture Putting Followers First Follower Performance & Growth
Helping Followers Grow
Leader characteristics and Succeed Organizational Performance
Behaving Ethically
Follower receptivity Empowering Societal Impact
Creating Value for the
Community

Part 3 - Servant Leadership Group 1

 MODEL OF SERVANT LEADERSHIP
ANTECEDENT These conditions do not include all factors that
influence servant leadership, but represent some of the
CONDITIONS
factors that may influence the leadership process.

Context and culture

Leader characteristics

Follower receptivity

Part 3 - Servant Leadership Group 1

 MODEL OF SERVANT LEADERSHIP
ANTECEDENT Norms and values vary across different contexts, impacting
CONDITIONS how servant leadership is carried out.

Context and culture

Leader characteristics
In health care and nonprofit Wall Street corporations it is more
Follower receptivity settings, the norm of Caring is common to have competition as
more prevalent. an operative norm

Part 3 - Servant Leadership Group 1

 MODEL OF SERVANT LEADERSHIP
ANTECEDENT Dimensions of culture will also influence servant leadership.
CONDITIONS Cultures influence the way servant leadership is able to be achieved.

Context and culture

Leader characteristics

Power distance is high, Power distance is low,

Follower receptivity Servant leadership may Servant leadership may be
present more of a challenge. more common.

Part 3 - Servant Leadership Group 1

 MODEL OF SERVANT LEADERSHIP
ANTECEDENT The qualities and disposition of the leader play a
CONDITIONS significant role in servant leadership.

identified as Q

E
important aits INDIVIDUA
r L
attributes for Mot

T
Context and culture effective
ility

iva
servant

tions
hum
Leader characteristics leadership.
U T
AB O I

P
Follower receptivity S H shape how
Be E R servant leadership
LE A D
li e f s
is demonstrated.

Part 3 - Servant Leadership Group 1

 MODEL OF SERVANT LEADERSHIP
ANTECEDENT
CONDITIONS

Context and culture

Think Servant leadership
Leader characteristics = Micromanagement
Do not want their leader to
get to know them or try to
Follower receptivity help, develop, or guide them.
Want help and guidance.
Claim that servant leadership
has a positive impact on
performance and behavior.

Part 3 - Servant Leadership Group 1

 MODEL OF SERVANT LEADERSHIP
SERVANT LEADER
BEHAVIORS

Conceptualizing
Emotional Healing
There are 7 servant leader
Putting Followers First Each of these behaviors
behaviors that are identified
Helping Followers Grow contributes to the overall
as the core of the servant
and Succeed concept of servant leadership.
leadership process
Behaving Ethically
Empowering
Creating Value for the
Community

Part 3 - Servant Leadership Group 1

 MODEL OF SERVANT LEADERSHIP
The ability to understand the SERVANT LEADER This involves being sensitive
organization, its purpose, BEHAVIORS to the personal concerns
and its mission. and well-being of others.

CONCEPTUALIZING Conceptualizing
Emotional Healing EMOTIONAL HEALING
Allows the leader to: Putting Followers First Recognize other Take time to
Helping Followers Grow people's problems listen to them
and Succeed
Behaving Ethically
Empowering
Identify the Creating Value for the
Find the Stand by and
problem Community
solution support them.

Part 3 - Servant Leadership Group 1

 MODEL OF SERVANT LEADERSHIP
SERVANT LEADER This behavior involves
This is a defining BEHAVIORS understanding the professional
characteristic of or personal goals of the
servant leadership. followers & assisting them in
Conceptualizing
achieving those aspirations.
PUTTING Emotional Healing
FOLLOWERS FIRST Putting Followers First
HELPING FOLLOWERS
Helping Followers Grow
leader's
and Succeed
GROW & SUCCEED
interests and
followers' Behaving Ethically
successes help followers become
interests & Empowering
success Creating Value for the
self-actualized & reach
their full potential
Community

Part 3 - Servant Leadership Group 1

 MODEL OF SERVANT LEADERSHIP
Fairness for the followers SERVANT LEADER Trust
BEHAVIORS Support
Honesty for the followers

Justice for the followers Conceptualizing

Emotional Healing
Compromise their ethical Putting Followers First
principles to achieve success. Helping Followers Grow
creative propose take
and Succeed
ideas ownership
BEHAVING ETHICALLY Behaving Ethically
Empowering EMPOWERING
This entails doing the right
Creating Value for the It allows followers to have freedom,
thing in the right way
Community independence, & self-sufficiency.

Part 3 - Servant Leadership Group 1

 MODEL OF SERVANT LEADERSHIP
This behavior involves
directing one's work to
create value for the
community at large.
CREATING VALUE
FOR THE COMMUNITY
Part 3 - Servant Leadership
SERVANT LEADER
engaging in
BEHAVIORS social activities
Conceptualizing
Emotional Healing
ensuring the organization's
Putting Followers First
activities serve the community
Helping Followers Grow
and Succeed
Behaving Ethically
Empowering
contributing to sustainable
Creating Value for the
community development.
Community
Group 1
 MODEL OF SERVANT LEADERSHIP
Servant leadership aims to create healthy organizations
that nurture individual growth, enhance organizational OUTCOMES
performance, and have a positive impact on society.

Follower Performance & Growth

Organizational Performance

Societal Impact

Part 3 - Servant Leadership Group 1

 MODEL OF SERVANT LEADERSHIP
OUTCOMES

increase followers foster a positive work

productivity & work efficiency environment Follower Performance & Growth

Organizational Performance

Societal Impact

encourage organizational inspire followers to

citizenship behavior become servant leader
Part 3 - Servant Leadership Group 1
 MODEL OF SERVANT LEADERSHIP
Servant leadership is associated with increased
organizational citizenship behaviors, which go OUTCOMES
beyond basic job requirements and contribute to
the overall functioning of the organization.

Follower Performance & Growth

enhances team
Organizational Performance
effectiveness by
fostering shared
confidence and Societal Impact
group clarity.

Part 3 - Servant Leadership Group 1

 MODEL OF SERVANT LEADERSHIP
Servant leadership is expected to have a
positive impact on society. OUTCOMES

Mother Teresa - Who

served many years to
the hungry, homeless
and abandoned. Follower Performance & Growth

Inspiring the creation Organizational Performance

of Missionaries of
Charity which operates Societal Impact
hospitals, schools and
hospices worldwide.
Part 3 - Servant Leadership Group 1
HOW DOES SERVENT LEADERSHIP WORK?
The Servant leadership Approach works differently than many leadership theories

Servant leadership focuses on the behaviors leaders should exhibit

Behavior to put followers first and to support followers’ personal
development

Servant leaders make it a priority to listen to their followers and

Relationship
develop strong long-term relationships with them

Part 4 - Servant Leadership Group 1

HOW DOES SERVENT LEADERSHIP WORK?
The Servant leadership Approach works differently than many leadership theories

Followers are open and receptive to servant leaders who want to

Conditions
empower them and help them grow

Leaders should be altruistic and humanistic, rather than using

their power to dominate others. Leaders should make every
Altruistic
attempt to share their power and enable others to grow and
become autonomous

Part 4 - Servant Leadership Group 1

HOW DOES SERVENT LEADERSHIP WORK?
Case Study: Herb Kelleher and Southwest Airlines

Background: Herb Kelleher was the co-founder and

former CEO of Southwest Airlines, one of the most
successful and beloved airlines in the United States.
Southwest has consistently been recognized for its
exceptional customer service and employee
satisfaction. Kelleher's leadership style is often cited as
an exemplary example of servant leadership

Part 4 - Servant Leadership Group 1

HOW DOES SERVENT LEADERSHIP WORK?
Case Study: Herb Kelleher and Southwest Airlines
Putting Employees First: he famously said,
"Your employees come first, and if you treat your
employees right, guess what? Your customers
come back, and that makes your shareholders
happy."
Empowering Employees: Southwest Airlines
empowered employees to make decisions at the
customer level
Part 4 - Servant Leadership
Inclusive Decision-Making: Kelleher held
regular meetings with employees, including
flight attendants and ground crews, to gather
their input and feedback
Service to the Community: Kelleher and
Southwest Airlines provided flights for
charitable purposes, supported local events,
and engaged in various community service
initiatives
Group 1
 ADVANTAGES OF SERVANT LEADERSHIP
High Employee Satisfaction Better Decision-Making

Strong Team Dynamics Improved Employee Enhanced Organizational

Development Culture
Part 5 - Servant Leadership Group 1
DISADVANTAGES OF SERVANT LEADERSHIP
Time-Consuming Potential for Indecision

Resistance to Authority Not Suitable for All Motivation is delicate

Situations
Part 5 - Servant Leadership Group 1
 APPLICABILITY OF SERVANT LEADERSHIP
Nonprofits and Charitable Educational Institutions
Organizations

Healthcare Organizations Social Services Agencies Community and Volunteer

Groups
Part 5 - Servant Leadership Group 1
 APPLICABILITY OF SERVANT LEADERSHIP
Startups and Entrepreneurial Teams with High
Ventures Collaboration Requirements

Customer Service and Mission-Driven

Hospitality Industries Organizations
Part 5 - Servant Leadership Group 1
 1. What servant leader behaviors would you say
Mrs. Noble demonstrates?
2. Who are Mrs. Noble’s followers?

CASE
3. Based on the model of servant leadership,
what outcomes has Mrs. Noble’s servant
leadership attained?

STUDY 4. Can you think of someone at a school or

organization you were part of who acted like
Mrs. Noble? Describe what this person did
and how it affected you and the school or
organization.
Part 6 - Servant Leadership Group 1
THANK YOU
Course: Servant Leadership
Lecturer: Ms. Angelika Nguyen Nhu Ha
Group 1