Thursday, December 12, 2019

Servant Leadership on Employee Engagement †

Question: Discuss about the Servant Leadership on Employee Engagement. Answer: Introduction: There are various leadership models that are currently in place. Transformational servant leadership is one of the most preferred leadership styles in organizations today. According to Parolini (2012), transformational servant leadership refers to the ability to cast a collaborative moral vision while actively caring for those participating in moving the vision to reality (pp. 13). According to Parolini (2012), transformational servant leadership is not a quick fix. It is, however, todays heroes are products of transformational servant leadership. According to Autry (2001), some of the characteristics of transformational and servant leadership are ethics, trustworthy, visionary, strategic and having the heart to serve others. Transformational servant leaders always listen to their followers and have exceptional intuitive insights. Due to this character trait, they are dependable and trustworthy (Parolini, 2012). The followers of transformational servant leaders always connect themselves to them based on their personal traits of leadership. Transformational servant leaders listen to their followers and respect their opinions. They give their followers chances to contribute meaningfully in the decision-making process (Autry, 2001). Trust plays an important role in inspiring followers to participate. When employees have trust and believe in their leaders' values and organizational goals, they become more loyal and dedicated to realizing organizational goals (Kowske, Lundy, Rasch, 2009, pp. 50). Motivated employees would want to feel being part of the organization, hence; get inspiration to participate in achieving the organization goals (Carter, 2012). Transformational servant leadership is all about putting ones team first before oneself. In my organizational, I have always been there for my team to ensure that their needs are always met satisfactorily. I always check in with them to know how they are holding up. As their leader, I am at the forefront in creating opportunities for them to develop their skills required to advance their careers. As a transformational servant leader, I listen to their opinions. I analyze issues from my team's perspectives and make a decision with my followers' best interests at heart. I provide the necessary resources and knowledge that my team require to meet their objectives and that of the organization. My leadership skills have made my team be the most successful due to high engagement. A transformational and servant leader puts his team first and inspires his team to achieve exceptional results (Parolini, 2012). As a transformational and servant leader, service to others means helping others in achieving their dreams and to always listen to their needs and opinions. Service to others can be demonstrated by solving challenges that may arise and to be always at the forefront in making critical decisions. Motivation is essential in any workplace and serves as a determination in serving others. Acknowledgement of other peoples perspectives and needs also demonstrates service to others. Decision-making is a vital role in managing an organization. Leaders need to involve other people in the decision-making process as a way of empowering them. I believe that a leader should empower his followers by allowing them to handle issues their way and encourage them to own the problems and come up with practical strategies in solving them. Empowering people will make them contribute significantly in the decision-making process which will, in turn, help leaders to solve challenges in a manner that is acceptable to all the team members. References Autry, J. A. (2001). The servant leader: How to build a creative team, develop great morale, and improve bottom-line performance. New York, NY: Three Rivers. Carter, D. R. (2012). The influence of servant leadership on employee engagement: A qualitative phenomenological study of restaurant employees (Doctoral dissertation, University of Phoenix). Kowske, B., Lundby, K., Rasch, R., Harris, C., Lucas, D. (2009). Turning'survive'into'thrive': Managing survivor engagement in a downsized organization. People and Strategy, 32(4), 48. Parolini, J. (2012). Transformational Servant Leadership. Xulon Press.

No comments:

Post a Comment

Note: Only a member of this blog may post a comment.