Read the infromation and anwer the question in essay format question 3 to4 pages. do not use chatgbt/AL.

1. The Servant Leadership approach was inspired by Herman Hesse's, Journey to the East, where he recounts the story of a band of men on a journey, accompanied by their servant, Leo. Leo is tasked with completing basic chores, while ensuring the group stays motivated and in good spirits through his engaging personality. Leo suddenly disappears and the group quickly loses track of their journey and abandons the task altogether. In consideration of this story, describe the fundamental message (thesis) of Journey to the East and how it relates to Servant Leadership. In support of this theory, outline at least 3 components of the Model of Servant Leadership illustrated in this story. Please defend your decision/argument with evidence-based information and logic.

Historical Basis of Servant Leadership

Robert K. Greenleaf coined the termservant leadershipand is the author of the seminal works on the subject. Greenleaf's persona and writings have significantly influenced how servant leadership has developed on the practical and theoretical level. He founded the Center for Applied Ethics in 1964, now the Greenleaf Center for Servant Leadership, which provides a clearinghouse and focal point for research and writing on servant leadership.

Greenleaf worked for 40 years at AT&T and, after retiring, began exploring how institutions function and how they could better serve society. He was intrigued by issues of power and authority and how individuals in organizations could creatively support each other. Decidedly against coercive leadership, Greenleaf advocated using communication to build consensus in groups.

Greenleaf credits his formulation of servant leadership to Hermann Hesse's (1956) novelThe Journey to the East.It tells the story of a group of travelers on a mythical journey who are accompanied by a servant who does menial chores for the travelers but also sustains them with his spirits and song. The servant's presence has an extraordinary impact on the group. When the servant becomes255lost and disappears from the group, the travelers fall into disarray and abandon the journey. Without the servant, they are unable to carry on. It was the servant who was ultimately leading the group, emerging as a leader through his selfless care of the travelers.

In addition to serving, Greenleaf states that a servant leader has a social responsibility to be concerned about those who are marginalized and those less privileged. If inequalities and social injustices exist, a servant leader tries to remove them (Graham, 1991). In becoming a servant leader, a leader uses less institutional power and control while shifting authority to those who are being led. Servant leadership values community because it provides a face-to-face opportunity for individuals to experience interdependence, respect, trust, and individual growth (Greenleaf, 1970).

Ten Characteristics of a Servant Leader

In an attempt to clarify servant leadership for practitioners, Spears (2002) identified 10 characteristics in Greenleaf's writings that are central to the development of servant leadership. Together, these characteristics comprise the first model or conceptualization of servant leadership.

1. Listening.Communication between leaders and followers is an interactive process that includes sending and receiving messages (i.e., talking and listening). Servant leaders communicate by listening first. They recognize that listening is a learned discipline that involves hearing and being receptive to what others have to say. Through listening, servant leaders acknowledge the viewpoint of followers and validate these perspectives.
2. Empathy.Empathy is "standing in the shoes" of another person and attempting to see the world from that person's point of view. Empathetic servant leaders demonstrate that they truly understand what followers are thinking and feeling. When a servant leader shows empathy, it is confirming and validating for the follower. It makes the follower feel unique.
3. Healing.To heal means to make whole. Servant leaders care about the personal well-being of their followers. They support followers by helping them overcome personal problems. Greenleaf argues that the process of healing is a two-way streetin helping followers become whole, servant leaders themselves are healed.
4. Awareness.For Greenleaf, awareness is a quality within servant leaders that makes them acutely attuned and receptive to their physical, social, and political environments. It includes understanding oneself and the impact one has on others. With awareness, servant leaders are able to step aside and view themselves and their own perspectives in the greater context of the situation.
5. Persuasion.Persuasion is clear and persistent communication that convinces others to change. As opposed to coercion, which utilizes positional authority to force compliance, persuasion creates change through the use of gentle nonjudgmental argument. According to Spears (2002), Greenleaf's emphasis on persuasion over coercion is perhaps related to his denominational affiliation with the Religious Society of Friends (Quakers).
6. Conceptualization.Conceptualization refers to an individual's ability to be a visionary for an organization, providing a clear sense of its goals and direction. This characteristic goes beyond day-to-day operational thinking to focus on the "big picture." Conceptualization also equips servant leaders to respond to complex organizational problems in creative ways, enabling them to deal with the intricacies of the organization in relationship to its long-term goals.
7. Foresight.Foresight encompasses a servant leader's ability to know the future. It is an ability to predict what is coming based on what is occurring in the present and what has happened in the past. For Greenleaf, foresight has an ethical dimension because he believes leaders should be held accountable for any failures to anticipate what reasonably could be foreseen and to act on that understanding.
8. Stewardship.Stewardship is about taking responsibility for the leadership role entrusted to the leader. Servant leaders accept the responsibility to carefully manage the people and organization they have been given to lead. In addition, they hold the organization in trust for the greater good of society.
9. Commitment to the growth of people.Greenleaf's conceptualization of servant leadership places a premium on treating each follower as a unique person with intrinsic value that goes beyond the individual's tangible contributions to the organization. Servant leaders are committed to helping each person in the organization grow personally and professionally. Commitment can take many forms, including providing followers with opportunities for career development, helping them develop new work skills, taking a personal interest in their ideas, and involving them in decision making (Spears, 2002).
10. Building community.Servant leadership fosters the development of community. A community is a collection of individuals who have shared interests and pursuits and feel a sense of unity and relatedness. Community allows followers to identify with something greater than themselves that they value. Servant leaders build community to provide a place where people can feel safe and connected with others, but are still allowed to express their own individuality.

These 10 characteristics of servant leadership represent Greenleaf's seminal work on the servant as leader. They provide a creative lens from which to view the complexities of servant leadership.

MODEL OF SERVANT LEADERSHIP

This chapter presents a servant leadership model based on Liden, Wayne, Zhao, and Henderson (2008) and Liden, Panaccio, Hu, and Meuser (2014) that has three main components:antecedent conditions, servant leader behaviors, andoutcomes. The model is intended to clarify the phenomenon of servant leadership and provide a framework for understanding its complexities.

Antecedent Conditions

Three antecedents, or existing, conditions have an impact on servant leadership:context and culture, leader attributes, andfollower receptivity. These conditions are not inclusive of all the conditions that affect servant leadership, but do represent some factors likely to influence the leadership process.

Context and Culture.

Servant leadership does not occur in a vacuum but occurs within a given organizational context and a particular culture. The nature of each of these affects the way servant leadership is carried out. For example, in health care and nonprofit settings, the norm of caring is more prevalent, while for Wall Street corporations it is more common to have competition as an operative norm. Because the norms differ, the ways servant leadership is performed may vary.

Dimensions of culture (seeChapter 16, "Culture and Leadership") will also influence servant leadership. For example, in cultures where power distance is low (e.g., Nordic Europe) and power is shared equally among people at all levels of society, servant leadership may be more common. In cultures with low humane orientation (e.g., Germanic Europe), servant leadership may present more of a challenge. The point is that cultures influence the way servant leadership is able to be achieved.

Leader Attributes.

As in any leadership situation, the qualities and disposition of the leader influence the servant leadership process. Individuals bring their own traits and ideas about leading to leadership situations. Some may feel a deep desire to serve or are strongly motivated to lead. Others may be driven by a sense of higher calling (Sendjaya, Sarros, & Santora, 2008). These dispositions shape how individuals demonstrate servant leadership. In addition, people differ in areas such as moral development, emotional intelligence, and self-determinedness, and these traits interact with their ability to engage in servant leadership.

Recent research has attempted to determine if specific leader traits are important to servant leadership. Emotional intelligence, or the leader's ability to monitor the feelings, beliefs, and internal states of the self and followers, has been identified as an important attribute for a leader implementing a servant leader ideology (Barbuto, Gottfredson, & Searle, 2014; Beck, 2014; Chiniara & Bentein, 2016). An empirical study by Hunter and colleagues (2013) concluded that "leaders scoring high in agreeableness and low in extraversion were more likely to be perceived as servant leaders by their followers" (p. 327). In addition, a study by Sousa and van Dierendonck (2017) determined that having humility can make servant leaders more impactful regardless of their hierarchical position in an organization.

Follower Receptivity.

The receptivity of followers is a factor that appears to influence the impact of servant leadership on outcomes such as personal and organizational job performance. Follower receptivity concerns the question "Do all followers show a desire for servant leadership?" Research suggests the answer may be no. Some followers do not want to work with servant leaders. They equate servant leadership with micromanagement, and report that they do not want their leader to get to know them or try to help, develop, or guide261them (Liden et al., 2008). Similarly, empirical studies have shown that when servant leadership was matched with followers who desired it, this type of leadership had a positive impact on performance and organizational citizenship behavior (Meuser, Liden, Wayne, & Henderson, 2011; Otero-Neira, Varela-Neira, & Bande, 2016; Ozyilmaz & Cicek, 2015). The opposite was seen when there was no match between servant leadership and the desire of followers for it. It appears that, for some followers, servant leadership has a positive impact and, for others, servant leadership is not effective. A recent experiment found that servant leadership benefits followers who have higher levels of self-interest. Followers who are inclined to care only about themselves were more likely to improve their helping behaviors after exposure to a manager who supports helping behaviors (Wu, Liden, Liao, & Wayne, 2020).

Servant Leader Behaviors

The middle component ofFigure 10.1identifies sevenservant leader behaviorsthat are the core of the servant leadership process. These behaviors emerged from Liden et al.'s (2008) vigorous efforts to develop and validate a measure of servant leadership. The findings from their research provide evidence for the soundness of viewing servant leadership as a multidimensional process. Collectively, these behaviors are the central focus of servant leadership. Individually, each behavior makes a unique contribution.

Conceptualizing.

Conceptualizing refers to the servant leader's thorough understanding of the organizationits purposes, complexities, and mission. This capacity allows servant leaders to think through multifaceted problems, to know if something is going wrong, and to address problems creatively in accordance with the overall goals of the organization.

For example, Kate Simpson, a senior nursing supervisor in the emergency room of a large hospital, uses conceptualizing to lead her department. She fully understands the mission of the hospital and, at the same time, knows how to effectively manage staff on a day-to-day basis. Her staff members say Simpson has a sixth sense about what is best for people. She is known for her wisdom in dealing with difficult patients and helping staff diagnose complex medical problems. Her abilities, competency, and value as a servant leader earned her the hospital's Caregiver of the Year Award.

Emotional Healing.

Emotional healing involves being sensitive to the personal concerns and well-being of others. It includes recognizing others' problems and being willing to take the time to address them. Servant leaders who exhibit emotional healing make themselves available to others, stand by them, and provide them with support.

Emotional healing is apparent in the work of Father John, a much sought-after hospice priest on Chicago's South Side. Father John has a unique approach to262hospice patients: He doesn't encourage, give advice, or read Scripture. Instead he simply listens to them. "When you face death, the only important thing in life is relationships," he said. "I practice the art of standing by. I think it is more important to come just to be there than to do anything else."

Putting Followers First.

Putting others first is the sine qua non of servant leadershipthe defining characteristic. It means using actions and words that clearly demonstrate to followers that their concerns are a priority, including placing followers' interests and success ahead of those of the leader. It may mean leaders break from their own tasks to assist followers with theirs.

Dr. Autumn Klein, a widely published health education professor at a major research university, is responsible for several ongoing large interdisciplinary public health studies. Although she is the principal investigator on these studies, when multiauthored articles are submitted for publication, Dr. Klein puts the names of other researchers before her own. She chooses to let others be recognized because she knows it will benefit them in their annual performance reviews. She puts the success of her colleagues ahead of her own interests.

Helping Followers Grow and Succeed.

This behavior refers to knowing followers' professional or personal goals and helping them to accomplish those aspirations. Servant leaders make followers' career development a priority, including mentoring followers and providing them with support. At its core, helping followers grow and succeed is about aiding these individuals to become self-actualized, reaching their fullest human potential.

An example of how a leader helps others grow and succeed is Mr. Yon Kim, a high school orchestra teacher who consistently receives praise from parents for his outstanding work with students. Mr. Kim is a skilled violinist with high musical standards, but he does not let that get in the way of helping each student, from the most highly accomplished to the least capable. Students like Mr. Kim because he listens to them and treats them as adults. He gives feedback without being judgmental. Many of his former students have gone on to become music majors. They often visit Mr. Kim to let him know how important he was to them. Yon Kim is a servant leader who helps students grow through his teaching and guidance.

Behaving Ethically.

Behaving ethically is doing the right thing in the right way. It is holding to strong ethical standards, including being open, honest, and fair with followers. Servant leaders do not compromise their ethical principles in order to achieve success.

An example of ethical behavior is how CEO Elizabeth Angliss responded when one of her employees brought her a copy of a leaked document from their company's chief competitor, outlining its plans to go after some of Angliss's largest customers. Although she knew the document undoubtedly had valuable information, she shredded it instead of reading it. She then called the rival CEO and told him she had received the document and wanted him to be aware that he might have a security issue within his company. "I didn't know if what I received was real or not," she explains. "But it didn't matter. If it was the real thing, someone on his end did something wrong, and my company wasn't going to capitalize on that."

Empowering. Empowering refers to allowing followers the freedom to be independent, make decisions on their own, and be self-sufficient. It is a way for leaders to share power with followers by allowing them to have control. Empowerment builds followers' confidence in their own capacities to think and act on their own because they are given the freedom to handle difficult situations in the way they feel is best.

For example, a college professor teaching a large lecture class empowers two teaching assistants assigned to him by letting them set their own office hours, independently grade student papers, and practice teaching by giving one of the weekly class lectures. They become confident in their teaching abilities and bring new ideas to the professor to try in the classroom.

Creating Value for the Community.

Servant leaders create value for the community by consciously and intentionally giving back to the community. They are involved in local activities and encourage followers to also volunteer for community service. Creating value for the community is one way for leaders to link the purposes and goals of an organization with the broader purposes of the community.

An example of creating value for the community can be seen in the leadership of Mercedes Urbanez, principal of Alger High School. Alger is an alternative high school in a midsize community with three other high schools. Urbanez's care and concern for students at Alger is remarkable. Ten percent of Alger's students have children, so the school provides on-site day care. Fifteen percent of the students are on probation, and Alger is often their last stop before dropping out and becoming further entangled with the criminal justice system. While the other schools in town foster competition and push Advanced Placement courses, Alger focuses on removing the barriers that keep its students from excelling and offers courses that provide what its students need, including multimedia skills, reading remediation, and parenting.

Under Urbanez, Alger High School is a model alternative school appreciated at every level in the community. Students, who have failed in other schools, find they have a safe place to go where they are accepted and adults try to help them solve their problems. Law enforcement supports the school's efforts to help these students get back into the mainstream of society and away from crime. The other264high schools in the community know that Alger provides services they find difficult to provide. Urbanez serves those who are marginalized in the community, and the whole community reaps the benefits.

Different researchers have used the servant leadership behaviors as identified by Liden et al.'s (2008) work as well as the work of Page and Wong (2000), Sendjaya and Sarros (2002), Dennis and Bocarnea (2005), and Barbuto and Wheeler (2006) as the foundation to understand servant leadership and how it is established in an organization. For example, Winston and Fields (2015) developed and validated a scale that identifies 10 leader behaviors that are essential to developing servant leadership in an organization.

Outcomes

Although servant leadership focuses primarily on leader behaviors, it is also important to examine the potential outcomes of servant leadership. The outcomes of servant leadership arefollower performance and growth, organizational performance, andsocietal impact(seeFigure 10.1). As Greenleaf highlighted in his original work (1970), the central goal of servant leadership is to create healthy organizations that nurture individual growth, strengthen organizational performance, and, in the end, produce a positive impact on society.

Follower Performance and Growth.

In the model of servant leadership, most of the servant leader behaviors focus directly on recognizing followers' contributions and helping them realize their human potential. The expected outcome for followers is greater self-actualization. That is, followers will realize their full capabilities when leaders nurture them, help them with their personal goals, and give them control.

Another outcome of servant leadership, suggested by Meuser et al. (2011), is that it will have a favorable impact on followers' in-role performancethe way followers do their assigned work. When servant leaders were matched with followers who were open to this type of leadership, the results were positive. Followers became more effective at accomplishing their jobs and fulfilling their job descriptions. For example, Bauer, Perrot, Liden, and Erdogan (2019) found that when servant leaders helped new employees "learn the ropes" in a new job, those employees' proactivity increased.

Another example is a study of servant leadership in a sales setting in Spain that found sales managers' servant leadership was directly related to salespeople's performance within the organization and indirectly related to salespeople's identification with the organization. In addition, it enhanced the salespeople's adaptability and proactivity by positively affecting their self-efficacy and intrinsic motivation (Bande, Fernndez-Ferrn, Varela-Neira, & Otero-Neira, 2016; Otero-Neira et al., 2016). Hunter et al. (2013) found that servant leadership265fosters a positive service climate, induces followers to help coworkers and sell products, and reduces turnover and disengagement behaviors. In addition, Chiniara and Bentein (2016) found that when servant leaders attended to followers' needs for autonomy, competence, and relatedness, it had a positive impact on followers' task performance and organizational citizenship behavior.

Finally, another expected result of servant leadership is that followers themselves may become servant leaders. Greenleaf's conceptualization of servant leadership hypothesizes that when followers receive care and empowerment from ethical leaders, they, in turn, will likely begin treating others in this way. Servant leadership would produce a ripple effect in which servant leaders create more servant leaders. For example, Hunter et al. (2013) report that employees who perceived their leaders as having servant qualities were more likely to help their coworkers with task and interpersonal matters, as well as less likely to disengage.

Organizational Performance.

Initial research has shown that, in addition to positively affecting followers and their performance, servant leadership has an influence on organizational performance. Several studies have found a positive relationship between servant leadership and organizational citizenship behaviors, which are follower behaviors that go beyond the basic requirements of the follower's duties and help the overall functioning of the organization (Ehrhart, 2004; Liden et al., 2008; Neubert, Kacmar, Carlson, Chonko, & Roberts, 2008; Walumbwa et al., 2010).

Servant leadership also affects the way organizational teams function. Hu and Liden (2011) found that servant leadership enhanced team effectiveness by increasing the shared confidence among team members that they could be effective as a work group. Furthermore, their results showed that servant leadership contributed positively to team potency by enhancing group process and clarity. However, when servant leadership was absent, team potency decreased, despite clearer goals. In essence, it frustrates people to know exactly what the goal is, but not get the support needed to accomplish the goal.

While research on the organizational outcomes of servant leadership is in its initial stages, more and more studies are being undertaken to substantiate the direct and indirect ways that servant leadership is related to organizational performance.

Societal Impact.

Another outcome expected of servant leadership is that it is likely to have a positive impact on society. Although societal impact is not commonly measured in studies of servant leadership, several examples of servant leadership's impact are highly visible. One example we are all familiar with is the work of Mother Teresa, whose years of service for those who are266hungry, homeless, and rejected resulted in the creation of a new religious order, the Missionaries of Charity. This order now has more than 1 million workers in over 40 countries that operate hospitals, schools, and hospices for people living in poverty. Mother Teresa's servant leadership has had an extraordinary impact on society throughout the world.

In the business world, an example of the societal impact of servant leadership can be observed at Southwest Airlines. Leaders at Southwest instituted an "others first" organizational philosophy in the management of the company, which starts with how it treats its employees. This philosophy is adhered to by those employees who themselves become servant leaders in regards to the airline's customers. Because the company thrives, it impacts society by providing jobs in the communities it serves and, to a lesser extent, by providing the customers who rely on it with transportation.

In his conceptualization of servant leadership, Greenleaf did not frame the process as one that was intended to directly change society. Rather, he visualized leaders who become servants first and listen to others and help them grow. As a result, their organizations are healthier, ultimately benefiting society. In this way, the long-term outcomes of putting others first include positive social change and helping society flourish.

Summary of the Model of Servant Leadership

In summary, the model of servant leadership consists of three components: antecedent conditions, servant leader behaviors, and outcomes. The central focus of the model is the seven behaviors of leaders that foster servant leadership: conceptualizing, emotional healing, putting followers first, helping followers grow and succeed, behaving ethically, empowering, and creating value for the community. These behaviors are influenced by context and culture, the leader's attributes, and the followers' receptivity to this kind of leadership. When individuals engage in servant leadership, it is likely to improve outcomes at the individual, organizational, and societal levels.

Reference: Northouse, Peter G. 2022. Leadership:Servant leadership, Ninth Edition. Thousand

Oaks, CA: SAGE Publications.