Question

In 300 words, 1. Explain one's reflection on required readings and the relationship of core course concepts to one s life and calling as a servant leader?

2. Describe the centrality of humility to effective servant leadership?

3. Identify the basic, foundational concepts of interdependence and team building?

Answer 1

1.Books and trainings about leadership often start by defining leadership. It is based on the premise that if you can come to your own definition, then you will be more clear about whether you are successfully leading or not, and you will be able to explain to your followers how you are leading them and why. When coming to your own definition, it helps to consider others' opinions and definitions.

Servant Leader Theory :

This conceptualization of leadership reflects a philosophy that leaders should be servants first. It suggests that leaders must place the needs of followers, customers, and the community ahead of their own interests in order to be effective. The idea of servant leadership has a significant amount of popularity within leadership circles – but it is difficult to describe it as a theory inasmuch as a set of beliefs and values that leaders are encouraged to embrace.

A Servant Leader shares power, puts the needs of the employees first and helps people develop and perform as highly as possible. Servant leadership inverts the norm, which puts the customer service associates as a main priority. Instead of the people working to serve the leader, the leader exists to serve the people.

As a servant leader, you're a "servant first" – you focus on the needs of others, especially team members, before you consider your own. You acknowledge other people's perspectives, give them the support they need to meet their work and personal goals, involve them in decisions where appropriate, and build a sense of community within your team.

2.Servant leadership has been theorized as a model where the moral virtue of humility co-exists with action-driven behavior.Through a three-way moderation model, a study was conducted based on a sample of 232 people working in a diverse range of companies. The first finding is that humble leaders showed the highest impact on follower engagement regardless of their hierarchical position. Less humble leaders in lower hierarchical positions seem to be able to compensate for that through a strong action-oriented leadership style. Most notably for leaders in high hierarchical positions, the moral virtue of humility seems to strengthen the impact of their action-oriented leadership the most. These findings provide empirical support and a better understanding of the interplay between the moral virtue of humility and the action-oriented behaviors of servant leadership.

Humility is a vital aspect of a service mindset. But to truly serve, you also need an empathy for the people you lead.Servant leaders do not promote themselves; they put other people first. They are actually humble, not humble as an act. Servant leaders know leadership is not all about them—things are accomplished through others.

3.Interdependence has been defined as more than one entity working together to accomplish a common objective. The concept of interdependence was selected in order to display the working relationships in healthcare and show how each entity should work collectively to achieve a mutual aspiration.

Teamwork is the collaborative effort of a group to achieve a common goal or to complete a task in the most effective and efficient way. This concept is seen within the greater framework of a team, which is a group of interdependent individuals who work together towards a common goal. In addition to practical components required for efficient teamwork, there are certain characteristics that members of the team must have in order to produce effective teamwork. Firstly, there must be a high level of interdependence among team members, a characteristic that stems from open communication and the increase of trust and risk-taking. Through interdependence come the group dynamics, which are the ways in which team members interact with each other. Healthy dynamics lead to team members being more satisfied and therefore working more efficiently together, whereas unhealthy dynamics lead to conflict, and consequentially to unsatisfied team members.