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My Leadership Style Servant Leadership theory best describes my management and leadership style. What is servant leadership? It is the theory that articulates that leaders are servants first to their followers. Leaders serve others’ needs before addressing their own. This concept is in direct contrast to many styles of leadership current in most corporate and organizational environments. However, my personal management and leadership experiences over the past twenty years have evolved into a leadership style based on service to others. So, I am a “servant-leader”. Robert Greenleaf originated this theory and concept in the 1970’s. His theory outlines ten important characteristics for leaders. They incorporate the following; 1. Listening skills that help to determine and shed light on the desires of the group. The leader should reflect on what is heard. Listen closely and talk less. 2. Demonstrating empathy and acceptance of others. Paying attention to the diversity of experiences and capabilities of others. Expect followers to provide the best contributions to the group. 3. Leaders should resolve and rectify negative situations within the group and between themselves and others. 4. Leaders need to be aware of themselves and their environments. 5. Persuasion instead of coercion is uttilized to get others to follow. 6. Leaders have the ability to develop great ideas, dreams, and visions that followers. will embrace. 7. Leaders uses intuitive abilities to discern and understand the history of an organization. 8. Leaders are good stewards of the trust of their followers. 9. Commitment to self-development (leader and for followers). 10. Able to create a cooperative spirit among the community of followers. (Robert Spears, 2004) These characteristics point clearly to the aspect of service and attention to the followership, in order to lead an organization to meet its’ goals. A leader cannot misuse his abilities for gain. Do these characteristics reflect my style? There are three categories for the characteristics—personal characteristics, skills, and professional characteristics. First, my personal characteristics support Servant Leadership. I am constantly scanning my environments in order to determine whether what I am doing or saying is meaningful to those that are following me. I am willing to do the small and insignificant tasks in order to motivate others. It is important for me to provide the necessary tools and resources for people to be successful in meeting their goals. Information and continuous learning are top priority for everyone, including myself. Next, my personal skill sets are reminiscent of a “servant leader.’ I find synergy when I am exposed to diverse thinking, actions, and cultures. I expect the best from everyone that I meet. I am passionate in my attempts to empower others to achieve their goals. Over the years, I have learned to really listen to people. What are the messages between the lines? Two decades of sales has taught me to allow others to share their viewpoints without embarrassment. After listening, I find myself really contemplating the meaning of what I have heard. Those that have followed my lead remark about my innate, intuitive skills to see the implication of present decisions and clues in the environment. Last, I do not use negative motivating actions or words most of the time. I would rather use persuasion than coercion to get others to follow my lead. No one wants to be around a negative, aggressive leader. In no way do I have less expectations of performance. I just do not see the need to add to the natural flow of negativity in an organization’s life. The greatest reward is never attaining the sales goal, the new initiative, achievement of the actual mission—it is always the community and connection of the people that results when a team or organization is empowered to go beyond their wildest dreams. This result of community and connection is longer lasting than a big bonus check. In conclusion, I consider leadership as an opportunity to serve and make a difference at work, school or church. This theory has “served” me well in various organizations. The idea of service to others is not an obligation; but a chance to create success, empowerment, and meaning for myself and others that I lead. “The familiar parable of the three stone-cutters working side by side illustrates. The first, disenchanted, says, “I’m carving stone’. The second, comfortable, says, I’m building a wall’. The third, enthused and glowing, says, “I’m building a cathedral”. --Unknown Theresa DeLaine Info 640 Managing Information Organizations March 11, 2005