>Role models of the new behaviours are useful to use - either within
>the organisation or in other organisations, or in history or
>fiction.
Martin,
I, too, would like to see more role models of the new behaviors required
for effective "leadership" and "followership". Toward this end, I have
championed the creation of a Robert Greenleaf award within AT&T. Mr.
Greenleaf left AT&T (late 50's?) to devote more time to research and
publishing on the concept of servant leadership.
If others are interested in this topic, or have identified additional role
models, I'd love to hear from you. More detail on this topic was provided
in an earlier posting to this list (RE: A Leadership Exercise LO2691;
15-Sept), and I've excerpted relevant portions of the original for those
with interest.
All the best,
James
---------------------------------------------
AT&T Solutions Voice: 202-414-3905
Organizational Learning Fax: 202-414-3855
Washington, D.C. jamesr@attsolhq.attmail.com
"Even if you think you're on the right track, you'll get run over
if you just sit there." -- Will Rogers, American Humorist
>>>>>> Excerpt from A Leadership Exercise LO2691 (15-Sept)
An emergent model of leadership (though not new at all) is the concept of
"Stewardship" as articulated by Peter Block in the '94 book of that title.
This concept was advocated earlier by Robert Greenleaf as "Servant
Leadership" and is based on one or more ancient Asian proverbs. This
concept is consistent with the observations of messrs. Howell and Smith, and
may prove useful for elaboration on the concept. An excellent summary of
the concept was recently articulated by Bill Pollard, Chairman of
ServiceMaster Company.
THE LEADER WHO SERVES
C. William Pollard, Chairman
ServiceMaster Company
WHO IS THE SERVANT LEADER?
Not the president nor the person with the most distinguished title, but the
role model. Not the highest-paid person in the group, but the risk taker.
Not the person with the largest car or the biggest home, but the servant.
Not the person who promotes himself, but the promoter of others. Not the
administrator, but the initiator. Not the taker, but the giver. Not the
talker, but the listener.
THE SERVANT LEADER MUST BE TRUSTWORTHY.
No enterprise can function to its capacity unless its people can rely upon
the word of their leaders. This is more than something formalized into a
written agreement. It goes far beyond covenants contained in a legal
document. People rely upon the leader for their future, so as leaders we
must fulfill our campaign promises.
THE SERVANT LEADER MUST BE WILLING TO WALK A MILE IN THE OTHER PERSON+S
SHOES.
She listens to those she leads. She works at making herself available. Her
door is always open. She is out and about talking and listening to people
at all levels of the organization. As se listens, she learns. She becomes
a frantic learner and through close contact with the people she leads,
avoids the trap that many so-called successful leaders experience -- the
arrogance of ignorance.
LEADERS MAKE THINGS HAPPEN.
They are responsible for initiating change in order to maintain the vitality
of the organizations they lead. Too many organizations, including
governments, are crippled by the cancer of bureaucracy, with people
preserving a position, but not serving and creating value.
THE LEADER MUST BE GENEROUS IN THE DELEGATION OF AUTHORITY AND
RESPONSIBILITY.
It is a grave wrong and injustice to steal from another the ability to make
a decision.
THE SERVANT LEADER LEARNS TO ACCEPT DIFFERENCES
and seeks to provide an environment where different people contribute as
part of the whole. The servant leader promotes diversity, recognizing that
differences of people can strengthen the group.
LEADERS RECOGNIZE THAT WE ARE ALL PRISONERS OF OUR HOPE.
Hope sustains us. It is our vision of what could be that inspires us and
those we lead. The results of a servant leader will be measured beyond the
workplace, and the story will be told in the changed lives of others. There
is no scarcity of feet to wash: the towels and the water are available. The
limitation, if there is one, is our ability to be on our hands and knees and
prepared to do what we ask others to do.
(ServiceMaster is a service company providing management services to over
2,000 health care institutions, colleges and public schools, and industrial
facilities. It also provides a variety of specialty services to over 4.5
million homeowners. Bill Pollard has applied this style of leadership to
this remarkable organization, engendering pride and fierce loyalty from a
workforce best characterized as domestic service providers, in an industry
known for poor morale and very high turnover.)
-- AMS!SOLUTIONS3!jamesr@attsolhq.attmail.com (Ray, James)