Max Depree's Servant Leadership Theory

Below is the illustration of transformational leadership theory that explains that if leaders have these characteristics or behaviour and able to convince the people in the organization, success would be possible. With these perspectives, a leader must possess necessary traits or character to influence others to run the organization or the unit effectively. According to Maxwell, leadership is influence while Mumford also defines it as transformational (Leadership Skills: Conclusions and Future Direction, 2000) of which it requires intelligence and competence. An author of Kakistocracy, states that leadership without intelligence gives rise to kakistocracy or an organization that is ruled by the unqualified managers and leaders. It entails integrity as well.

Change is inevitable and follower-based leadership can help to alleviate transitional stresses that may occur. Challenges in this leadership style are adaptive, technical, and a combination of the two. Technical challenges can only be solved by experts, adaptive challenges can be solved with leader encouragement and are not easy to identify, both challenges can be solved with leaders and followers working together (Northouse, 2016, pp.261-263). Adaptive leadership should inspire mobilization, motivation, and organization in followers (Northouse, 2016, p.258). Adaptive and technical challenges combined and adaptive challenges alone can be remedied with leader behaviors, like regulating distress and protecting leadership voices below, that encourage followers to continue to strive for their best and essentially the good of the organization also.

Leadership is defined by Merriam-Webster (n.d.) as a “capacity to lead”. This concise yet inexact definition demonstrates an inherent debate of what exactly leadership is, moreover the concept of what makes someone a good or bad leader. People’s interpretations of what makes someone a leader varies from person to person based on their own philosophical outlook. My philosophy on leadership leans heavily on Jocko Willink’s and Leif Babin’s book Extreme Ownership. Quoting Willink & Babin (2015), “… leadership requires finding the equilibrium in the dichotomy of many seemingly contradictory qualities between one extreme and another” (p. 274).

Leaders in positions of authority pride themselves on being able to fix the problems that other people can’t resolve. Facing an adaptive challenge, it’s tough for leaders to acknowledge that the problem is beyond their expertise. They can deal with it by framing right context, identifying the key issues that need to be dealt with, and then challenging people to take responsibility for addressing those problems. A leader has to say that s/he don’t know rather than taking a wrong decision, which is contrary to my earlier belief that leader has to know everything and take decision action in all situation in order to gain the trust of others. Adaptive problems allow leaders to change their values, priorities and ways of doing things and helps comprehend that adaptive work is conservative and progressive.

Mitchell and Krumboltz (2012) also argues that a barrier to set goals and to make satisfying choices is to have irrational believes about certain aspects such as career choices and development. Amundson (2009) suggest that clients need to identify these irrational beliefs to move past them and it is therefore important for the career counsellor to help clients identify them. According to the career decision-making theory, the primary focus of decision making and career development is learning through experiences and human interaction (Mitchell & Krumboltz, 2012). The third proposition of the happenstance theory states that it is important to focus on client behaviour (Krumboltz, 2009). “The success of counselling is assessed by what the client accomplishes in the real world outside the counselling session” (Krumboltz, 2009).

The lack of one of these can undermine the final outcome. The leader’s ability to motivate and inspire people during the process of change has been considered crucial to align organizational goals and people’s needs. Motivation can be both internal and external (Frey, 1997). Especially internal motivation is important.

It elevates the follower’s level of maturity and ideals as well as concerns for achievement, self-actualization, and the well-being of others, the organization, and society suggested by (Bass, 1999) Situational theory suggests that no single leadership style is "best." Instead, it all depends on the situation and leaders need to be decide which type of leadership and strategies are best-suited to the task depends on different situation. According to this theory, the most effective leaders are those that are able to adapt their style to the situation and look at cues such as the type of task, the nature of the group, and other factors that

Organization Behaviors and Leadeship Name Institution Organization behaviors and leadeship Joseph Nye's book, The Powers to Lead (2008), analyzes the progress that has taken place in leadership practices. The author challenges the reader critically to re-examine some of the usually accepted knowledge in leadership, by introducing other new techniques. He says that leaders need to get a new insight into contextual intelligence, power, styles and objectives of leadership needed to enhance the modern democracy in organizations. He, therefore, rejects the traditional leadership model, which is founded on the heroic military power technique (Nye, 2008). The author puts off the idea that leaders possess natural characteristics that

Part C Reflection of Journal Article Change is a process that happens within organisations globally, although at times change could be for the better, employees resist, remain fearful (Burnes, 2017) and not always readily embrace change. This could ultimately be perceived in a negative or positive manner. It all comes down to the Emotional Intelligence coupled with servant leadership as whether it will prove to be successful or not. The concept of servant leadership focuses on fulfilling the needs of the employees, it is a different type of leadership in comparison to other leadership styles, servant leadership is intended to inspire leaders into a more caring and serving leadership role rather than a controlling one (Greenleaf, 1998).

Also, I trust them and believe in they were objective while answering my questions. According to my previous manager’s definition, leadership is an extent to which a person is capable of meeting his/her team’s expectations and assessing their performance broadly. According to him, a good leader must have a vision and he/she must direct people to reach that place whatever it is. He asserts that no one can be a leader alone so that a leader must know the subordinates’ capacity and by listening and assessing them, he/she

I assume these factors will be beneficial in a long run because initially it may cost money but as time pass by all these factors will giving positive output. For instance, by giving employees today I will be able to use the employee 's knowledge and experience as an valuable