Now it's time to reflect on your own developing leadership style.
Please complete the Self-Directed Learning and Reflection Activity at the end of this module. Once you have completed the three questionnaires (Transformational Leadership Inventory, Authentic Leadership Questionnaire, and Servant Leadership Questionnaire) in this activity, post your responses to the following questions on this discussion board:
I scored marginally higher as a transactional leader than a transformational and both were considered on the higher range. My relational transparency was the highest followed by self-awareness in the Authentic Leadership Self-Assessment Questionnaire. Balanced processing was still considered high, but I scored low on internalized moral perspective. In the Servant Leadership Questionnaire, I scored highest in behaving ethically, conceptual skills and emotional healing. I was in the moderate range for creating value in the community and helping followers grow and succeed. In the low range was empowering and putting followers first. What I find interesting about my scores is how it relates to my generation. I am somewhere between generation X and the millennial generation and do prioritize a work-life balance which can be self-centered. My strengths are my open, honest, and transparent nature and areas I can work on is letting go of control and shifting my focus to others. I think the global pandemic negatively impacted building community in some ways, and it is taking time to return to this development.
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Once you have read the preceding Module 4 Introduction and watched the video on servant leadership, please share your responses to these questions on the onQ Discussions Video Activity: Servant Leadership.
Servant leadership is paradoxical because our everyday images of leadership do not coincide with leaders being servants (Northouse, 2022). It is an inversion of traditional leadership whereby leaders who typically are seen as authoritative figures who give orders and expect followers to comply instead the leader is meant to serve and support their team, which can be seen as a paradoxical shift in power dynamics. Following the model of servant leadership in figure 10.1 (Northouse, 2022), if the antecedent conditions are met and the servant leader exhibits the seven behaviours the outcomes may be performance and growth of the follower(s), improved organizational performance and positive societal impact. Servant leaders’ approach to leadership may result in increased trust and respect by followers, higher levels of employee engagement and enhanced performance. Other outcomes may include reduced turnover with followers, expansion of innovation and creativity as followers who feel valued are more likely to share ideas and contribute to problem-solving. The servant leader may find personal fulfillment and sense of purpose in serving others. These reasons are not the primary motivation for this approach, instead they are natural byproducts of a servant leadership style. Examples of servant leadership that I have observed are primarily those who support children. I think of family dynamics and my mom acting as a servant leader. Teaching is another example where the shift has been from the teacher in the center to students being the focus and the teacher adopting a role as a servant leader. The mission of Girl Guide of Canada is to be a catalyst for girls empowering girls and as a Guider I am a servant leader for my unit. I think that people who are voted into positions of leadership such as union presidents have a duty to behave as a servant leader. I have witnessed examples of this and other times where the person in the role is more self-serving. A local MLA who I know meets with constituents regularly listens to their concerns and acts on issues which they are able. I would like to see more elected officials behave as servant leaders! Servant leadership is a leadership philosophy that can be found and practiced in various cultures and contexts. Its principles are universal however the degree to which it is evident or emphasized varies among different cultures. Cultures that prioritize values such as community and social responsibility are more likely to embrace servant leadership. Companies or cultures with authoritative or hierarchical leadership are less likely to employ servant leadership. Regions where there is education and awareness about leadership philosophies may practice servant leadership if it is promoted. |
AuthorTanya Kerr is a current student of Queen's University Graduate studies. ArchivesCategories |