A few days ago I had the privilege of teeing it up with an old manager of mine and friend. His name is Tony and he was truly one of the betst managers I’ve had. While we made our way around the golf course, I couldn’t help but think about his leadership style. With transformational leadership fresh in my memory, I realized he was just that, a transformational leader. Northouse tells us, “Transformational leadership is the process whereby a person engages with others and creates a connection that raises the level of motivation and morality in both the leader and the follower. This type of leader is attentive to the needs and motives of followers and tries to help followers reach their fullest potential” (Northouse, 2021). Tony was all of this and more. his ability to connect to others was unmatched by anyone I had seen lead people.

Table 8.1 in the transformational leadership chapter refers to the personality characteristics of transformational leaders, behaviors, and their effects on followers (Northouse, 2021). Tony checked the boxes on all four personality characteristics. These are dominance, desire to influence, self-confidence, and strong moral values. I’d say the two strongest were strong moral influences and a desire to influence others. I witness this first-hand. As a result of these characteristics, especially the two I felt he was strongest in, the effects on the followers were visible and audible. Again, table 8.1 states a few of the effects of followers as, Affection toward leader, Obedience, Identification with leader, Emotional involvement, Heightened goals, and Increased confidence (Northouse, 2021). Everyone would sing his praises. Tony was adored by all who worked alongside him. When we were under his leadership, people would do anything it took to reach the goals he set for us because people felt like they identified with him and felt affection toward him. He was one of us, and we all related to him.

Lastly, I think what set Tony apart was what Northouse referred to as factor 4, individualized consideration. This is defined as, “leaders who provide a supportive climate in which they listen carefully to the individual needs of followers. Leaders act as coaches and advisers while trying to assist followers in becoming fully actualized” (Northouse, 2021). Tony made sure to take time with each individual. He made it a point that everyone knew him, knew their role, and knew the goals set by him, all the while taking time to coach everyone through any situation they were facing. Tony was more than a leader to many of us. He was a coach, a mentor, a friend, an inspirational word when we needed it. He was the definition of a transformational leader.

 

Reference

Northouse, P.G. (2021). Leadership: Theory & Practice (9th e.d.). SAGE Publishing.

As I thought about what to write about this week I kept coming back to the style of servant leadership. It is not a style that is all that common in the workplace, at least not from my experience. I haven’t ever had a leader in my workplace utilize this form of leadership. I have experienced it though, and the place where I have seen servant leadership, in an extremely pure form, is my church. It makes sense that it would be found in a religious setting because it is a form of leadership that is considered a moral form (Northouse, 2021). I have experienced this from both sides during my time in my church. I have had the privilege to utilize servant leadership as I was placed in a couple of different leadership roles, and I was also led by leaders with this approach. The most common definition of servant leadership mentions first having a “natural feeling” to serve, coupled with the aspiration for leadership (Northouse, 2021). The definition ensures that needs are met by helping individuals grow, achieve better health, wisdom, freedom, and autonomy, and become servants themselves, while also considering the impact on those at the bottom of the totem pole. (Northouse, 2021). I would like to focus on this definition as I apply it to my experience as a servant leader and someone who had servant leaders.

The best way that I can describe this is by starting in chronological order in my own experiences. That would take us before I ever became a servant leader myself, which brings us toward the end of that definition. I grew up in a broken home, and by default that put my family into a financial situation that was less than stellar. In many religions, like mine, a family with a mother and a father is central or at least a major staple. That placed me and many others in that category of being at the bottom of the totem pole. Even though this was the case the servant leaders who crossed my path did not look at me as being at the bottom. They viewed me the same as every other person and served me in the same way. One occurrence that sticks out to me most was a very inspirational lady that I knew took it upon herself to encourage me to be a strong male for my mother because we didn’t have one in the home. The words and compassion that she showed to me pushed me in a positive direction in all aspects of my life. This and other similar experiences, I can say, brought me to a place where I eventually had that “natural feeling” (Northouse, 2021) to serve as well.

As many religious people do, I eventually went on a mission trip. During this trip, I was able to serve people around me in many different ways. I was able to help people move, help people impacted by a tropical storm, and even learn how to build a French drain for another person’s yard. Under these situations, I was able to help people get into a safer situation (achieve better health) and allow them more autonomy for themselves (Northouse, 2021). Not all of these people started to follow this same type of path of service, but there were a few who I was able to continue to serve. Those who accepted continued service usually at the minimum gave service back to us. This service was most often in providing physical nourishment in snacks, food, or rides, but sometimes their service stretched to other people as well.

Later I was allowed to serve other missionaries in a leadership role. This role was more similar to what I believe would be seen in a business because we were all there for a similar purpose as you would have at a company. My whole purpose in that leadership role was to be a servant and look after the growth of each person under my sphere. I used many of the ten characteristics that were used by Spears to clarify servant leadership (Northouse, 2021). I would often listen to their needs, I could empathize with much of what they were feeling, teach methods with gentle persuasion, conceptualize through goal setting, and community creation through group activities (Northouse, 2021).

What I find interesting is that this method of leadership isn’t one that we were taught but it was something that we used and found success in. At the very least servant leadership is something that I saw bring joy out in people that I met from all walks of life. I don’t know if this type of leadership can work in all situations in life. Northouse (2021) says it might not fit with all followers and may cause people to feel micromanaged. What I found in my time serving people is that most people claim they don’t want or need help, but if you find ways to sneak it in without them realizing it is happening, it usually breaks that person’s wall down. There may be a few who you may not get through to, but I do know without a shadow of a doubt that service will leave a “positive impact on society” (Northouse, 2021).

 

Reference:

Northouse, P. G. (2021). Leadership: Theory & Practice (9 ed.). Thousand Oaks, California:  Sage Publications, Inc

Servant leadership is defined as “beginning with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead” and that  “servant leaders place the good of followers over their own self-interests and emphasize follower development” (Northouse, 2021, p. 459).  With a clear definition, it is easier to see if someone is being a servant leader and then helps us to decide if servant leadership is really the way one ought to be. A true leader is someone who works for their staff, and who plays on the same team. It is one thing to be a coach and another to be a team captain. Leadership is best when the leader makes it their job to serve.

So what does it mean to be a servant leader? Northouse lays out a strong foundation for what makes a leader a servant leader. There are many qualities we can look at. For example, a servant leader has some distinct characteristics. Some of which include “empathy, persuasion, and building community” (Northouse, 2021).  These characteristics come out when the leader uses empathy to “stand in the shoes of another person,” and persuade “through nonjudgmental argument,” and build community “providing a place where people can feel safe and connected wit others” (Northouse, 2021, p. 464).  Taking all of this into account, a servant leader can bring their employees into the fold and convene them to be strong workers and invest themselves into the company, and feel a sense of support from others in their communities wit the option to present ideas and take on their own leadership roles within the group by being free to be innovative and add their visions to the workplace. Overall a servant leader lays the foundation for everyone to feel safe, feel understood, and feel empowered to try their best and take on responsibilities in the group/workforce, which in turn will lead to a collaborative efficiently flowing work system. When a leader uses these characteristics as a basis for how they interact with their teams, they are in service. They serve by taking time to see how their employees live their lives, what emotional motivations exist in each employee and then shaping their approach accordingly. The leader serves in a compassionate way by being objective and fair in how they coach staff, avoiding directives or making assumptions about why an employee does what they do, i.e. they don’t judge an employee for being late, but will take time to understand and then action plan and foster growth. As a servant leader, the boss will make sure there is peace and harmony and a safe space in the workplace, allowing the community to flourish. Servant leaders serve by making sure everyone is collaborative and getting support in the specific ways each staff member may need. When a boss is working hard to make sure people are happy, then they can focus on growth and caching in a safe and caring way, as a result staff will be more receptive and commit themselves to the group and also begin to support one another. The cats and effect f service is fantastic!

When thinking about servant leadership I think of an experience I had as an employee reporting to a manger in a retail shop. He was the essence of a servant leader. He had daily check ins with staff each shift to see where they were at emotionally, offer support, and then jump into a brief coaching session for that shift and goals he had for us. There was a collaborative conversation in which both of us would talk about areas of growth and goals we could achieve in each shift. This was a greta example of how a servant leader encompasses empathy and persuasion int their leadership style. The persuasion was indirect as he would discuss areas of growth and coach us aka persuade into trying things differently, but in a way that worked for us as individuals. In addition to these daily check ins and coaching sessions, he would also focus on building a community. He would have weekly breakfast donut meetings and allow for everyone to be social and express their views on various parts of the job. We all got to have a voice and express our ideas for how we could go about improving the work experience and efficiently of th store. He encouraged us to reach out to one another and highlighted everyone strengths. This gave us each he opportunity to be a leader by using our unique skills to coach others and be models for each other in our different strengths. We became a family in a weird way. We knew professional boundaries and communicated clearly and openly with one another. There was a true sense of trust ad harmony in the work place. This manger was someone who would also sacrifice his weekends and plans from the to time ignorer to step up and support staff when they needed time off for important things. This allowed for work life balance and created space for staff to feel free at work. When staff can feel free and supported, thee is a stronger sense of commitment to the leader and company itself. It is human nature to take care of those who take care of us. A servant leader capitalizes on this by means of authentic acts of service. This store was the top store in all of the US and our manager was invited to speak at company conferences to teach other mangers about how he ran his store. The company later came out with trainings on how t be a servant leader as a result of his actions. This really highlights just how effective servant leadership is, it led to a harmonious environment that also created great results for the business’s performance.

There is a reason why dictatorships typically fail. There is always going t be a revolution and war when there is no freedom or connection in a workplace. Servant leadership paves the way for harmonious work environments and involves leaders actively working side by side and for their teams. A servant leader uses human connection and service to not only grow talent and company performance, but to create an everlasting energy in the workplace that keeps staff motivated and invested and most importantly, happy!

References

Northouse, P.G. (2021). Leadership: Theory & Practice (9th e.d.). SAGE Publishing.

This leadership style stands in contrast to traditional hierarchical models, which often prioritize authority and control. In recent years, there has been growing recognition of the relevance of servant leadership in fostering inclusive and diverse workplaces, particularly concerning the role of women in the workforce. “This concept popularized by Robert K. Greenleaf in the 1970s, emphasizes the leader’s responsibility to prioritize the needs of their team members and help them grow and succeed” (fastercapital.com, 2024). Women have historically faced systemic barriers and biases in the workplace, including limited access to leadership positions, wage disparities, and unequal opportunities for career advancement. Servant leadership offers a promising framework for addressing these challenges by promoting values such as empathy, empowerment, and collaboration. We learned in this week’s reading that “Empathetic servant leaders demonstrate that they truly understand what followers ae thinking and feeling” (Northouse, 2021 p. 255).

One way servant leadership can benefit women in the workforce is by creating a supportive and inclusive organizational culture. Servant leaders prioritize the well-being and development of their team members, creating an environment where individuals feel valued, respected, and heard regardless of their gender. “Putting others first is the sine qua non of servant leadership-the defining characteristic. It means using actions and words that clearly demonstrate to followers that their concerns are a priority, including placing followers’ interests and success ahead of those of the leader” (Northouse, 2021 p. 262). By fostering a culture of inclusivity and trust, servant leaders can mitigate the effects of gender discrimination and bias, allowing women to thrive and contribute their fullest potential. Servant leadership emphasizes the importance of mentorship and coaching, providing opportunities for women to receive guidance and support in their professional growth. Servant leaders actively seek to understand the unique challenges and aspirations of their team members, offering personalized support and mentorship to help them overcome obstacles and achieve their goals. This approach is particularly beneficial for women who may face additional barriers to advancement in male-dominated industries or leadership roles.

Additionally, servant leadership encourages collaboration and teamwork, valuing diverse perspectives and contributions. By fostering a culture of collaboration, servant leaders create opportunities for women to participate fully in decision-making processes and contribute their unique insights and expertise. This collaborative approach not only enhances organizational performance but also helps to break down gender stereotypes and biases, promoting gender equality in the workplace. Servant leaders prioritize servant leadership, women are more likely to feel empowered and motivated to take on leadership roles themselves, serving as role models and mentors for future female leaders. “Servant leaders make followers’ career development a priority,  including mentoring followers and providing them with support” (Northouse, 2021 p. 262). This style of leadership great promise for promoting gender equality and empowering women in the workforce. By prioritizing the needs of others, fostering inclusive cultures, and providing opportunities for growth and development, servant leaders can help create workplaces where women can thrive and succeed, ultimately benefiting individuals, organizations, and society.

References:

Northouse, P.G. (2021). Leadership: Theory & Practice (9th e.d.). SAGE Publishing.

“Servant Leadership: Putting Others First with the Leadership Grid Update.” FasterCapital, fastercapital.com/content/Servant-Leadership–Putting-Others-First-with-the-Leadership-Grid-update.html. Accessed 30 Mar. 2024.

I recently read an article in the Atlantic titled, “The Rise of Techno-authoritarianism” and it was written by Adrienne LaFrance. The article writes about how Silicon Valley technological leaders often portray themselves as being at the forefront of all that is good. To them, “…technological progress of any kind is unreservedly and inherently good… frictionless information flow is the highest value regardless of the information’s quality; that privacy is an archaic concept; that we should welcome the day when machine intelligence surpasses our own” (LaFrance, 2024). Due to this, in their eyes, they should be able to move unrestricted, similar to how Wall Street would love to be free of the government’s interference when it comes to their growth, but not as obvious of a bad idea… yet. That’s why I think it’s important to re-visit leadership theories, specifically authentic leadership, and how it can help in this scenario.  

One example of how Silicon Valley can start with good intentions and end up being something entirely else, would be how OpenAI started. In 2015, OpenAI was created as a non-profit where work with artificial intelligence was hoped to do good for the world (LaFrance, 2024). The company and its technology quickly advanced though and because of this, for-profit additions started being considered. Eventually, it would gain the attention of Microsoft and with it, a check for $1 billion just to start with (LaFrance, 2024). This is when things are seemingly innocent, as an investment to develop a technology for the greater good, but things quickly turn sour. Sam Altman, the CEO of OpenAI, would be kicked out, as people grew afraid that the work OpenAI was doing was developing faster than what was safe but was rehired quickly when Microsoft offered to hire him and his team to do the same work for them instead (LaFrance, 2024). In this move, we begin to see the start of how profit is being prioritized over safety concerns and public accountability, as we begin to see more proof of how dangerous artificial intelligence has become. 

As this technology continues to develop, we can learn more from leadership theories. In this case, Silicon Valley is in desperate need of authentic leadership. Authentic leadership is defined, as “… a complex process that emphasizes the development of qualities that help leaders to be perceived as trustworthy and believable by their followers. The job of authentic leaders is to learn to develop these qualities and apply them to the common good as they serve others” (Northouse, 2021, p. 200). In this case, authentic leadership can be used as a moral compass for Silicon Valley leaders. They have to find a way to consider the moral and ethical dilemmas that come from these technological advancements, otherwise, they stand to need to face responsibility for the damage they cause. Used appropriately, Silicon Valley can see a return of technology being used as a force for good, rather than tool for power or exploitation. After all, “Authentic leadership emphasizes that authentic values and behaviors can be developed in leaders over time” (Northouse, 2021, p. 201). One does not have to be born, or even start out with the components of authentic leadership they can learn them as well (Northouse, 2021). 

Overall, as technology continues to advance, it has become more important than ever to re-evaluate leadership approaches in order to help with the navigation of ethical dilemmas that come with it. Adrienne LaFrance provides helpful insights into how dangerous it is to leave these leaders unchecked when it comes to their greed and their prioritization of profit over the well-being of the common people. OpenAI is just one example of how a non-profit can be turned to a profit-driven entity, as financial gain is prioritized and hidden behind the smokescreen of how great it is that technology will help up and even surpass us. However, in the face of these challenges, leadership theories, particularly authentic leadership, can offer a particularly hopeful course for change. Qualities such as trustworthiness, transparency, and moral integrity are hard to come by but as Northouse explains, these are components within authentic leadership that can be learned and cultivated. If we adopt an authentic leadership style amongst these technology giants, Silicon Valley can become a driver of positive change and it would ensure that the future remains safe for the sake of the people. 

 

LaFrance, A. (2024, February 28). The rise of techno-authoritarianism. The Atlantic. https://www.theatlantic.com/magazine/archive/2024/03/facebook-meta-silicon-valley-politics/677168/

Northouse, P.G. (2021). Leadership: Theory & Practice (9th e.d.). SAGE Publishing.