Servant Leadership Service Leadership to Followers Servant leadership is one of the most crucial ways of developing trust with followers especially in organizations all over the world. Service leadership is an ethical issue that must be used in an organisation although the level of connection between ethical leadership and ethical theory is not easily determined (Dion, 2012). Even so, it is vital to keep in mind that defining a leadership style such as servant leadership reduces the number of ethical theories that we adhere to (Andersen, 2009).
In essence, an increasing number of authors argue that servant leaders such as managers should have interpersonal and intellectual skills that enable them to work with a large number of organisations and people. The relationship between leadership and trust is necessary as it creates a positive relationship between all the stakeholders. According to a recent research, servant leadership is seen as a product and antecedent of leader and organisational trust. Hence, servant leaders earn the trust as they have compassion and acknowledge their followers. It is worth noting that definition of servant leadership varies with different countries, over and above, the ethical values that specific countries have put in place (Melta and Pillay, 2011). Moreover, interest of followers are taken as those of the servant, an issue that guarantees trust from the servants by the followers.
Thus, it is argued that among those leadership requirements that are important to leaders are those that are related to giving service and empowerment. Of importance to note is that serving gives chances to positively revolt interpersonal relations that pertain to work and life of organisations.
Thus, service leadership model is based on variables of vision, influence, sincerity, trust and service to followers. Additionally, ethics and competence leadership tends to emphasize on the importance of integrity, accountability, dedication, over and above, respect for humanity (Mostovicz et al. , 2009). Needless to mention, there are numerous character components that are related to service leadership. Personality components of servant leaders entails a servant heart and serving with intelligent and commitment to others and particularly followers (Winston, 2003). The relationship component makes more sacrifices on building others while that of the task is concerned with doing the work of the leader as such visioning and making of decision in relation to the followers and organisations.
Besides, process component involves the improvement of processes in organisation such as modelling and team building. All these concepts correspond to a positive impact on society and culture (Sendjaya and Pekerti, 2010). Conversely, service leadership must be scrutinized to ensure that it is accountable to organisations, a situation that improves the performance of an organisation, over and above, increasing better understanding of what true servant ship entails (Dion, 2012).
Numerous researches that have been done globally suggest that servant leadership is one among the ethical issues that have been identified to play big roles in organisation and offers guidance to employees at different levels in organisations. Essentially, servant leadership has constantly developed trust with the followers, a situation that makes is one of the best leadership styles globally. Bibliography; Andersen, J., 2009.
When A Servant Leader Comes Knocking. Leadership & Organization Development Journal, 30(1), 4-5 Dion, M., 2012. Are Ethical Theories Relevant For Ethical Leadership? Leadership & Organization Development Journal, 33 (1), 4-24. Melta, S . and Pillay, R., 2011. Revisiting Servant Leadership; An Empirical Study In Indian Context. The Journal Contemporary Management Research, 16(2), 24-41. Mostovicz, I. Et Al. , 2009. CSR Theory of Leadership in Driving Ethical Outcome ". Corporate Governance, 9(4) 448-460. Sendjaya, S and Pekerti, A., 2010. Servant Leadership an Antecedent of Trust in Organizations.
Leadership & Organization Development Journal, 31 (7), 643-663. Winston, B., 2003. A Factor Analysis Of Page And Wongs Servant Leadership Instrument. Leadership & Organization Development Journal, 24(4), 455-459.