Servant Leadership Paper
In this reading, Rubio-Sanchez, Bosco, and Melchar examine culture in corporate environments and how servant leadership has an impact. To begin, “the focus of Servant Leadership is on others rather than self and on the role of the leader as servant. The Servant Leader, according to Russell and Stone (2002), takes the position of servant to his/her fellow workers, and aims to fulfill the needs of others. The importance placed, in this theory, on the meaningful contributions of all workers, appears to be consistent with many of the values expressed as being important to today’s workers” (Rubio-Sanchez, Bosco, & Melchar, 2013, p. 21). In addition, servant leaders serve “others by working towards their development and well-being in order to meet goals for the common good. [Servant leaders]
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This servant orientation is evidenced through valuing and developing people, building relational and authentic community, and providing and sharing leadership” (Rubio-Sanchez, Bosco, & Melchar, 2013, p. 22). Ten fundamental attributes of servant leaders are: “listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, growth of people, and community building” (Rubio-Sanchez, Bosco, & Melchar, 2013, p. 22). More importantly, “[the servant leader] model appears to be aligned with several of the emerging values of today’s workplace. Specifically, the emerging value of the importance of using a variety of inputs in decision making processes and the consideration of every employee as a source of knowledge resonate with the importance of communication and empowerment in [servant leadership]” (Rubio-Sanchez, Bosco, & Melchar, 2013, p.
This servant orientation is evidenced through valuing and developing people, building relational and authentic community, and providing and sharing leadership” (Rubio-Sanchez, Bosco, & Melchar, 2013, p. 22). Ten fundamental attributes of servant leaders are: “listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, growth of people, and community building” (Rubio-Sanchez, Bosco, & Melchar, 2013, p. 22). More importantly, “[the servant leader] model appears to be aligned with several of the emerging values of today’s workplace. Specifically, the emerging value of the importance of using a variety of inputs in decision making processes and the consideration of every employee as a source of knowledge resonate with the importance of communication and empowerment in [servant leadership]” (Rubio-Sanchez, Bosco, & Melchar, 2013, p.