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MWF Institute Course: Servant Leadership, The Deciding Difference LESSON 2 - Duration: 4:34.
[TEXT: Young African Leaders Initiative Online Training Series]
[TEXT: Mandela Washington Fellowship Institute Course]
[TEXT: Servant Leadership The Deciding Difference]
[Sandra Edmonds Crewe:] I'm Sandra Edmonds Crewe and this is Servant Leadership, The Deciding Difference.
In this lesson we will explore the five key styles of leadership:
Participative, Authoritarian, Laissez-faire, Transformational, and finally Servant.
Participative or "Democratic" leaders may make final decisions,
but include team members in the decision-making process.
Authoritarian leadership is when a designated head makes decisions without consulting team members.
Laissez-Faire leadership is when the head hands off routine tasks,
general time management and deadlines to team members.
This style is characterized by significant autonomy
and a "hands off" approach to management.
Transformational leaders are tasked with inspiring their teams rather than controlling them.
Goal setting and expectations are established by transformational leaders.
It is marked by a sense of authenticity, humility, and high emotional intelligence.
Servant leadership posits the leader in a wholly different role
and emphasizes that leadership is a group phenomenon.
There are no leaders without followers, and
leadership always involves interpersonal influence or persuasion.
Another critical distinction between servant leadership and
other management theories is the leader's motivation.
Under servant leadership, a leader's motivation derives from a core belief
that they are no better than those whom they lead.
Shifting practices suggest this is a better way to lead and manage organizations.
With NGOs, servant leadership fits well, as it values and embraces grass-roots input.
Robert Greenleaf, the author of the management literature surrounding the concept of servant leadership,
began his career with AT&T, one of the world's largest communications corporations.
Greenleaf came from humble beginnings at the company, digging holes for telephone poles.
Yet he eventually rose up the ranks, becoming the director of management research at AT&T.
His job was to educate and train leaders and managers.
Through this work, Greenleaf concluded
that the most effective leaders were focused on serving others —
their colleagues, their customers, and their communities.
An effective servant-leader is conscious of whether those being served grow as persons,
are becoming healthier, wiser, freer, more autonomous and more likely to become servants.
In this sense, servant leadership is therefore not about being servile or submissive.
It is about making a difference by identifying and meeting the needs of others.
Servant-leaders can address historical oppressive treatment of diverse people.
By rejecting elitism, it offers women, sexual minorities, and other marginalized groups a voice.
Here is a task I want you to begin before moving on to the next lesson.
Identify three or four leaders within your local community, your workplace,
your local or national government, or business.
I want you to include yourself.
Outline how yours and their leadership matches
with what we have examined so far of servant leadership.
How closely have you and the leaders you listed met the criteria for servant leadership?
We will return to this exercise later so keep track of your work.
Go to yali.state.gov for more information [TEXT: Test your knowledge YALI.STATE.GOV]
and resources related to this course. [TEXT: YALI Network]
[Produced by the U.S. Department of State]
[Select Photos © AP Images]
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MWF Institute Course: Servant Leadership, The Deciding Difference LESSON 4 - Duration: 4:35.
[TEXT: Young African Leaders Initiative Online Training Series]
[TEXT: Mandela Washington Fellowship Institute Course]
[TEXT: Servant Leadership The Deciding Difference]
[Sandra Edmonds Crewe:] Welcome back to Servant Leadership, the Deciding Difference. [TEXT: Sandra Edmonds Crewe]
At the end of Lesson 3, I asked you to rank your leaders according to the principles of servant leadership.
Who embodied the principles of servant leadership best?
Who has more work to do to be a servant-leader?
And where did you rank in your list?
Let's now review the advantages of servant leadership.
Because servant-leaders appreciate their team members as special and unique individuals,
they are more likely to embrace and foster diversity within their work environments.
Viewing the workplace as a community,
servant-leaders recognize that a team is made stronger through a diverse array of backgrounds and life experiences.
It acknowledges that our differences are what makes us stronger.
Servant leadership is built on a philosophy of coexistence.
Through this lens, leadership is not a position.
Rather, organizations must become centers of learning and collaboration,
and we must see the importance of trust and work to build it.
Bret Simmons identified that servant leadership produced an affect-based trust in followers,
and that type of trust in the leader allowed teams to reach the highest levels of productivity.
Team members thrive when they believe they can participate openly
and actively without fear of suffering adverse personal consequences, such as being belittled for their ideas.
Trust must be earned, and Simmons suggests that if a leader is unhappy with how her team is performing,
the leader must take a good look in the mirror and ensure your leadership is worthy of their trust.
Servant leadership is a relatively new concept in the study and practice of leadership,
and with it have come some criticisms.
Some blister at the term "servant-leaders," as the word "servant" may prompt a negative connotation
due to its association with oppressive social hierarchies — especially those associated with women, people of color.
The word "leader" may also carry with it some level of unfavorable historical baggage.
However, it is the juxtaposition of this pairing, the startling paradox of the term "servant leadership,"
which serves to prompt new insights.
Servant leadership has also come under fire for remaining grounded in a philosophical theory
and for lacking empirical evidence.
While more research needs to be done, there is significant evidence of the positive impact that servant leadership can have.
Namely, it reduces leadership stress,
strengthens the backbone of the organizations, and pushes individuals forward.
The Indianapolis Business Journal called servant leadership a dominant philosophical orientation of our time.
The New York Times focused on servant leadership's emphasis on the everyday power that exists in organizations.
Similarly, Fortune Magazine lauded servant leadership for recognizing the importance of consensus in achieving organizational goals.
Working Woman Magazine noted the contributions of servant leadership in getting to the core of what matters in organizations.
Servant leadership benefits businesses, non-profit organizations and public sector entities.
In Lesson 5, we will learn how to put this type of leadership into action.
Go to www.yali.state.gov for more information [TEXT: Test your knowledge YALI.STATE.GOV]
and resources related to this course. [TEXT: YALI Network]
[TEXT: Produced by the U.S. Department of State]
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The difference between Air Force and Army hair expectations - Duration: 1:29.
- I found out on my first deployment
that there's a big difference between
what the Air Force deems an appropriate haircut
and what the Army does.
I was deployed to Baghdad.
I knew that I was going into a joint environment.
Although, I was in the Air Force,
I was gonna be in the Army headquarters.
So, it's my first day at war and I know
I'm gonna be spending it entirely with the Army.
So, I make sure that my uniform looks as best as I can.
I'm properly groomed and I'm walking
on my way up to work into Army headquarters
and literally every single soldier
turned to look at me and point and laugh
because apparently my hair wasn't up to the standards
of the United States Army.
I'm called a hippie, Michael Bolton,
Chewbacca, Willie Nelson.
I wasn't gonna endure this mockery on day two.
So, that night, I had a plan.
I went to the Post Exchange and I bought some Wahl clippers.
I went home and I cut my own hair.
So, it was like two in the morning
and I'm figuring this all out on my own for the first time.
I used every guard in there, one through eight,
and I even faded it.
It was a masterpiece.
So, I wake up the next morning,
very proud of what I have accomplished.
I'm on my way to work.
And I see all the Air Force people I came out with.
Now, they're pointing and laughing.
Wondering if the stresses of war
have already hit me on day two.
So, I can't win, no matter what I'm doing.
But, I'm going ahead with the plan.
So, I walk into the Army headquarters and it's silent.
Someone stands up in the back to start a slow clap
which turned into a standing ovation.
And a colonel who's just passing by
walks over, slaps me on the back and says,
"Your haircut motivates me."
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Making A Difference: Buddy Benches For Kids - Duration: 1:36.
For more infomation >> Making A Difference: Buddy Benches For Kids - Duration: 1:36. -------------------------------------------
MWF Institute Course: Servant Leadership, The Deciding Difference LESSON 1 - Duration: 4:41.
[TEXT: Young African Leaders Initiative Online Training Series]
[TEXT: Mandela Washington Fellowship Institute Course]
[TEXT: Servant Leadership The Deciding Difference]
[Sandra Edmonds Crewe:] Greetings. My name is Sandra Edmonds Crewe.
I am professor and dean of the Howard University School of Social Work.
I am also an instructor at the Howard University Public Management Institute
of the Mandela Washington Fellowship.
I'm pleased to have you join me for the course Servant Leadership, The Deciding Difference.
In our first lesson, we'll examine the origins
and philosophical and theoretical underpinnings of servant leadership.
The idea of servant leadership emerged nearly 40 years ago
and has revolutionized the way many workplaces function.
This course will provide a broad overview
of the growing influence this inspiring idea is having on people.
We'll also go over the key styles of leadership,
and the origins and principles of servant leadership.
We will discuss the benefits and criticisms of servant leadership
and learn about strategies for implementing it.
So let's begin.
What is servant leadership?
It is both a philosophy and a practice of leading.
It places the good of those led over the self-interest of the leader.
Servant leadership promotes the valuing and development of people,
the building of community, and the practice of authenticity.
Further, servant leadership promotes shared power.
Servant leadership seeks excellence in management
through an organizational culture of civility and community building.
It seeks to tap into individual strengths and collective efficacy.
There is a nexus between public servants and servant leadership.
Former U.S. President Harry S. Truman once said,
"It's amazing what you can accomplish if you don't care who gets the credit ."
Servant leadership is akin to African Ubuntu
that is loosely translated as the essence of being human.
It embraces hospitality, caring about others,
and being able to go the extra mile for the sake of others.
With Ubuntu, a person's humanity is bound with others.
Paraphrasing Bishop Desmond Tutu, a person with Ubuntu is open and available to others,
affirming of others, and does not feel threatened that others are able and good.
With Ubuntu, damage to one damages the whole.
Servant leadership and Ubuntu are closely related forms of leadership.
What are some leadership situations that might call for servant leadership?
Would you agree with any of the following statements?
I feel that I carry the weight of the organization on my shoulders.
I have lost the joy in coming to work or participating in the group.
I am out of the communication loop.
Affirming any of these statements is indicative of the need to explore the benefits of servant leadership.
Before I delve more into servant leadership,
let's talk about leadership in general.
What is leadership? Bernard Bass provides a practical definition of leadership:
He states leaders are agents of change —
persons whose acts affect other people more than other people's acts affect them.
Leadership occurs when one group member modifies the motivation or competencies of others in the group.
Research has indicated that leadership begins with accepting
and taking up one's role within a community.
When the concept of "self in community"
is viewed as the essential building block of shared leadership,
we are active participants in a shared experience.
Servant leadership challenges the traditional assumption
that a leader must also be the head of a group.
In the next lesson, we will look at five key styles of leadership.
Go to www.yali.state.gov for more information [TEXT: Test your knowledge YALI.STATE.GOV]
and resources related to this course. [TEXT: YALI Network]
[Produced by the U.S. Department of State]
[Select Images © AP Images]
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MWF Institute Course: Servant Leadership, The Deciding Difference LESSON 5 - Duration: 4:30.
[TEXT: Young African Leaders Initiative Online Training Series]
[TEXT: Mandela Washington Fellowship Institute Course]
[TEXT: Servant Leadership The Deciding Difference]
[Sandra Edmonds Crewe:] Hello. I'm Sandra Edmonds Crewe.
Welcome back for our final lesson on Servant Leadership, the Deciding Difference.
This lesson is all about putting servant leadership into action.
Some might say that servant leadership is an ideal form, and putting it into action can be quite difficult.
Another way of thinking about this is to examine the consequences of not valuing followers
and excluding them from key decisionmaking roles.
By listening to the individuals, you show you are approachable,
and in turn encourage others in your organization to be the same.
By getting to know individuals, you get a clear and deep understanding of the inner workings of your organization.
From this comes understanding about what needs to be fixed,
and what talents each individual has that can be applied to the solution.
When you clearly communicate what needs to be done, and by whom,
you initiate collaboration by a group, which results in teamwork.
The team delivers the solution, and the resulting outcome is shared by the team.
Establishing this type of work environment builds a workforce that is loyal to the organization
and its servant-leaders, helping to transform the organization — even in small ways —
into something better than what previously had existed.
Implementing servant leadership requires that you stay introspective — recognize your own strengths and weaknesses.
Additionally, it may be necessary to upend the traditional leadership pyramid
that limits information that filters to the top.
Servant leadership requires listening to everyone who serves your organization — including suppliers and customers.
When put into action, servant leadership has valuable benefits for the leader,
the organization, and the stakeholders and customers of the organization.
So, in essence, here are some actions that you can take to be a servant-leader or enhance your leadership:
1. Establish the environment of your workplace by being warm and welcoming.
2. Encourage the people around you to offer their opinions, ideas and insights.
Show them you are a good listener and that they may share with you without fear of judgment or mocking.
3. Get to know individuals. Understand where they can best serve the organization.
4. Communicate clearly, and avoid confusion about roles and responsibilities.
5. Be aware of what you bring to an organization,
and don't be afraid to change the typical business leadership paradigm.
These few steps will put you on the path of powerful transformation into servant leadership.
I had the privilege of interviewing the late Dr. Dorothy Height, a legendary civil rights leader.
I'll close with her words about servant leadership.
"To move forward, we have to look at the world as it is becoming rather than how it has been.
The move from traditional leadership to servant leadership symbolizes this shift.
Servant leadership recognizes that not only does no one stand alone, but it is how we relate to each other,
and how well we work together that will make the deciding difference."
Thank you for joining me. Good luck.
Go to www.yali.state.gov for more information [TEXT: Test your knowledge YALI.STATE.GOV]
and resources related to this course. [TEXT: YALI Network]
[TEXT: Produced by the U.S. Department of State]
[TEXT: Select photos © AP Images]
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MWF Institute Course: Servant Leadership, The Deciding Difference LESSON 3 - Duration: 6:33.
[TEXT: Young African Leaders Initiative Online Training Series]
[TEXT: Mandela Washington Fellowship Institute Course]
[TEXT: Servant Leadership The Deciding Difference]
[Sandra Edmonds Crewe:] I'm Sandra Edmonds Crewe and this is our third lesson on Servant Leadership, the Deciding Difference.
I hope the exercise at the end of the second lesson helped you to better recognize the qualities of servant leadership.
Now, let's examine the 10 principles of servant leadership as articulated by Robert Greenleaf.
They are listening, empathy, healing, awareness, persuasion, conceptualization, foresight,
stewardship, commitment to the growth of people and building community.
Listening is a critical communication tool, necessary for accurate communication
and for actively demonstrating respect for others.
Listening creates for oneself and others the experience of being heard and understood.
Leaders are valued for their communication and decisionmaking skills.
She or he seeks to listen receptively to what is both being said and not said.
Listening also encompasses getting in touch with one's own inner voice
and seeking to understand what one's body, spirit and mind are communicating.
Empathy is the ability to understand and share the feelings of another person.
The servant-leader strives to understand and empathize with others, recognizing the fundamental human need to be accepted.
One of the great strengths of servant leadership is the potential for healing oneself and others.
Many people have broken spirits and have suffered from a variety of emotional hurts.
Although this is a part of being human, servant-leaders recognize that they have an opportunity to
"help make whole" those whom they come in contact with.
Servant-leaders must have awareness of others and themselves.
They must want to be attentive to their surroundings, their actions and the effect of their behavior on others.
They must solicit and be open to feedback.
Making a commitment to foster awareness, particularly self-awareness,
can be scary — you never know what you may discover.
But awareness aids one in understanding issues involving ethics and values.
Without awareness, "we miss leadership opportunities," according to Greenleaf.
The effective servant-leader builds group consensus through "gentle but clear and persistent persuasion,
and does not exert group compliance through power."
Servant leadership utilizes personal, rather than position power, to influence followers and achieve organizational objectives.
This particular principle offers one of the clearest distinctions between
the traditional authoritarian model and that of servant leadership.
The servant-leader must stretch his or her thinking to encompass broader-based conceptual thinking.
The principle of conceptualization means the servant-leader can
conceive solutions to problems that do not currently exist.
Servant-leaders seek to nurture their abilities to "dream great dreams."
They are called to seek a delicate balance between
conceptual thinking and a day-to-day focused approach.
The next principle we'll review is foresight.
For Greenleaf, this means learning from the past in order to have a better than average guess
about what is going to happen in the future.
Closely related to conceptualization, foresight is a characteristic that enables the servant-leader to
understand the lessons from the past, the realities of the present, and the likely consequence of a decision for the future.
Foresight allows leaders to respond to historical trauma and avoid the pitfall of an ahistorical response.
The eighth principle is stewardship.
Organizational stewards, or "trustees," are concerned not only for the individual followers within the organization,
but are servants to the organization as a whole.
They are concerned about the organization's impact on and relationship with all of society.
Stewardship is linked to organizational survival and growth.
Commitment to growth of people is another principle of servant leadership.
It is the demonstrated appreciation and encouragement of others.
Per Greenleaf, "The secret of institution building is to be able to weld a team of such people
by lifting them up to grow taller than they would otherwise be." Commitment to growth insures succession planning.
From individuals to communities,
the final principle honors the connection we all share in building community.
Building community requires shared vision and is an excellent venue for servant leadership.
In summary, the 10 principles embrace relationship building,
future-oriented actions and a commitment to community.
Now I'd like you to take the list of leaders you created at the end of the second lesson
and rate them on each principle of servant leadership.
Use a rating scale of 1 to 5, with 1 being the least like a servant-leader and 5 being the most.
As you rate the leaders, note why you gave each the score that you did.
Be as specific as possible.
In Lesson 4, we'll take a look at the advantages of servant leadership and some of the criticism leveled against it.
Go to yali.state.gov for more information [TEXT: Test your knowledge YALI.STATE.GOV]
and resources related to this course. [TEXT: YALI Network]
[TEXT: Produced by the U.S. Department of State]
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National Guard troops making a difference at the border? - Duration: 5:12.
For more infomation >> National Guard troops making a difference at the border? - Duration: 5:12. -------------------------------------------
MAMADOU GASSAMA [MONTRE LA DIFFERENCE ENTRE LES BLANCS ET LES NOIRS] (Enfant Sauvé) - Duration: 4:46.
For more infomation >> MAMADOU GASSAMA [MONTRE LA DIFFERENCE ENTRE LES BLANCS ET LES NOIRS] (Enfant Sauvé) - Duration: 4:46. -------------------------------------------
How radiographers make a difference at BMI Healthcare - Duration: 0:34.
So one of the things that I do is travel to an orphanage in Tanzania and help out there.
I like working with people, I enjoy being part of a team and having other people around.
Part of my learning and development with BMI Healthcare
is being that they have supported my trips to Tanzania.
At BMI Healthcare, it's a nice environment to work in with great team spirit so come and grow with us.
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How Theatre Practitioners make a difference at BMI Healthcare - Duration: 0:34.
Been a football coach which I've really enjoyed, the leadership and the motivation,
helping other players, supporting them. I can transfer my life skills and the
skills and interests I have outside I can bring them to the job here.
BMI Healthcare are very supportive and always have been. My junior staff see me
now as a role model. I'm very happy with that I inspire them and motivate them.
At BMI Healthcare, we're very keen to support employees and maximise
their potential, so come and grow with us.
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BTN11: Will Starbucks' racial bias training make a difference? - Duration: 4:02.
For more infomation >> BTN11: Will Starbucks' racial bias training make a difference? - Duration: 4:02. -------------------------------------------
How physiotherapists make a difference at BMI Healthcare - Duration: 0:34.
I've been a physiotherapist since 2006 and then went full-time with Team GB.
For me every patient is equally important, whether it be an Olympic athlete or an elderly lady.
I've had a great time in the last three years that I've been with BMI Healthcare.
The good thing about BMI Healthcare is that
everybody has a voice, BMI really put an emphasis on collaborating.
At BMI Healthcare, we have great leadership supporting great teams so come and grow with us.
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Bee exhibit at Salem Museum aims to make a difference - Duration: 1:55.
For more infomation >> Bee exhibit at Salem Museum aims to make a difference - Duration: 1:55. -------------------------------------------
Because someone made a difference - Duration: 1:11.
[music]
Sometimes people think it's funny that graduation day is called "commencement."
"Commencement," a beginning —
on a day we often spend looking back.
I always think of this when I hear students talking about their time at Missouri State
University.
They say things like:
"This professor was the person who really taught me how to write."
"That class taught me more than I even thought I could learn."
"My professor saw an ability in me that I didn't know was there."
So even as we look back,
we are thinking of new beginnings,
new possibilities that only exist because someone cared.
And after all the tests are passed
and the projects are completed,
beyond all the skills and knowledge
our students will use in their careers,
this is what I hope they take with them.
We cared.
We believed in them.
We always will.
[We believe in you #BearGrads]
[We're thankful for everyone who made a difference for you]
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How registered nurses make a difference at BMI Healthcare - Duration: 0:34.
I've been nursing my whole life and it's just something that I always wanted to do
Well you've got to be very much on the ball, you've got to be able to think on your feet,
you've got to anticipate what can go wrong and what can go well.
I have worked with BMI Healthcare for 30 years now and BMI Healthcare have been very
supportive allowing us to attend external study days.
Here at BMI Healthcare we have a great and caring team so come grow with us.
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What Is The Difference Between a Startup And A ScaleUp? - Duration: 1:10.
Startups are redefining the customer journey. Every day we read about a startup that has launched a new business aiming to solve a problem.
Why? Because pain is all over the place and startups are down to solve that. What is a startup?
A startup is a group of people, passionate, highly prepared that come together with little money and do something.
But are startups ready to collaborate with large organizations? Do thy have the right team, the right investment, the right go-to-market?
At Capgemini, we believe the opportunity is to collaborate with ScaleUps. What is a ScaleUp?
A ScaleUp for us is a company that has raised at least € 1 million, that has a full time management team employed, and that has the right business traction.
Watch this space. Soon we will tell you how ScaleUps and large organizations are here to collaborate.
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