Luke 2: 52: The Value Of Servant Leadership Development

Navy Leader Development Program (1990) suggest that "To lead you must first be able to follow: For without followers, there can be no leaders". One thing that is often overlooked concerning successful leaders is they were successful followers before they

Leadership development in the military is critical to its mission and objectives. Understanding and embracing leadership will foster an agile culture and facilitate attainment of strategic goals. People desire quality leadership to assist with achieving their goals, albeit personal or professional development. Having a clear vision and the motivation to perform at high-levels influences others to work synergistically together to achieve organizational goals. Insomuch, employees value being treated respectfully, fairly, and ethically. Leaders serve people best when they help them develop their own initiative and good judgment, enable them to grow, and help them become better contributors.

Many people want to attain and hold influential positions in society whether it would be in the field of science, politics, education, or in public service. However, many people tend to forget how servitude is one of the main life highways to travel in order to arrive at that successful destination called “Leadership.” Nevertheless, there was one man who knew how powerful the concept of servitude was in order to grasp the reigns of successful leadership. Socrates was a phenomenal philosopher, scholar, teacher, and servant. Socrates leadership style was unique in regards to letting students communicate among one another in an articulate theological reasoning process by questioning and probing at one’s belief system in order to

When an organization wants to better and improve itself the leadership is the most important resource available. They are the rock of the organization and the engine that pulls the weight of the cars. In order for the organization to help grow a comprehensive leadership development plan must be established and used. A leader can make or break the organization as they are the ones that make things happen or let things fail. This paper will discuss how the Mississippi Army National Guard (MSARNG) can grow their leadership by creating a new leadership development plan using new strategies and objective.

Finally, this paper will address how the practice of servant leadership would affect everyone from the lowest enlisted men to the most senior flag officer and everyone else in-between. Leadership goes well beyond the following definition: “Leadership is the art of influencing and directing people in such a way as to obtain their willing obedience, confidence, respect and cooperation.” In fact, when it comes right down to it, “there are no quick and easy answers to becoming an effective and efficient leader.” Leadership is difficult and enduring work. It is a lifelong process of building and molding not only your skills but also the skills of your subordinates. In a society of instant gratification, we look for the quick fix. Yet the problem is the quick fix or plug and play solution, rarely serves the long-term goals of an organization.

When approaching an organization with a new idea or concept it is vital to go in with all your data and facts organized and concise. One of the first things they want to know when they are considering revising or upgrading a leadership development plan is proof that a new plan would work. Therefore, the plan must have proof that is reliable, relatable and valid before introducing the plan. Always remember to treat others as you would want to be treated (Luke, 6: 31, KJV). This literature review paper will give provide proof to the Mississippi Army National Guard (MSARNG) that the new leadership development plan that is being proposed is credible.

This paper will outline my personal leadership philosophy and then discuss how I would apply that philosophy to a real world situation. The real world situation was described by a Squadron Director during an interview.

The book “Turn the Ship Around! A True Story of Turning Followers into Leaders” by L. David Marquet, Captain, US Navy (Retired) is the book we selected to review. Our group selected this manuscript because of the inspiring story behind the captivating title. A combination of intrigue and necessity inspired our group to examine this manuscript for its valuable motivating material about leadership and the art of delegation.

For this assessment, the industry is defined as the handful of top business schools within the world that provide elite MBA degrees to Executives.

As Froelich and Puig (2010) reported “high-quality professional learning cannot occur in 15 minutes or during a teacher’s planning period” (p. 128). Therefore, it is imperative that teachers have access to purposeful, sustainable and on-going professional development options that strive to enhance and build upon current practice. Due to budget and time constraints administration, coaching staff, and leadership teams are challeneged with the task of developing job-embedded adaptive professional development (Froelich & Puig, 2010). Capicity through leadership development is also essential to implementing an effective professional development plan as well as motivating educators to reflect, refine, and alter their practice. Thus, transforming

As written in the lines above, employee engagement has a significant impact on an employee and their engagement. Although there has been many articles and research written about leadership and servant leadership, in this study, it will provide and overview, key traits and influences that servant leaders use in collaboration to address significant problems with strategy and other individuals. Therefore, how do managers and leaders facilitate the engagement of their employees? Leaders do this through their leadership style. In 1970, Robert K. Greenleaf identified servant-leadership, which was different from the traditional views of leadership. According to Greenleaf, “The servant-leader is a servant first. Servant

Leadership development plan is only practical like the theories behind the idea. Basically, before a person plan, one must know and understand the mission to be accomplished. Good theories are significant and logical and important to comprehend that many accepted leadership principles are difficult to integrate an actionable behavior. A leadership plan helps in understanding and enhancing to lead organizations, employees and groups. The most valuable skill for a leader is the capacity to manage their individual learning. A highly motivated and principled person can attain a great degree of understanding, when they form a leadership plan. The document needs to be written down and be accessible and accommodate new insights. Preparation of a leadership plan has to take into consideration the first plan being a rough draft.

Mountaire continues to add and update course content into the Alchemy SISTEM for the execution of consistent and controlled training programs across the organization. Courses added to or revised in the Alchemy SISTEM include: Food Defense – CRE, Food Defense – ENG, Food Defense – SPN, NC

As defined by Katzenbach (1995), change leadership is “the process whereby individuals who lead initiatives that influence dozens to hundreds of others to perform differently—and better—by applying multiple leadership and change approaches.” Leadership alone is defined as setting a direction and developing the strategies necessary to move in that direction – that is, creating and achieving a vision – leadership is thus a process to do with change (Kotter 1999). Change leadership is critically important to the continuing success of organizations everywhere. Tennant Company understands and invests in change leadership by employing a Sr. Organization Development Manager named Annelise Larson, M.B.A. whose efforts includes setting direction, developing strategies, and leading initiatives through organizational change efforts. An interview was conducted with Annelise Larson to discuss and learn about her change leadership abilities. For the purposes of this paper, the interview questions will be shared, a summary will be provided, and five recommendations are made for Annelise Larson as a change leader.

Organization development grew out of the human relations traditions of the 1940s and 1950s, and it has had enormous influence on management practices and thinking about how organizational effectiveness can be achieved. Critical manpower and resource shortages faced by all organizations, public and private, during World War II and in the immediate post-war years stimulated a search by social scientist and managers, separately and in cooperation with one another, for effective means to maximize the utilization of existing individual and organizational resources. (Ritcher, I 2007). Organization Development was by tradition about planned change efforts, instituted to enhance organization effectiveness within the context of the traditional, hierarchical, management-as-experts, top-down era. The legacy of leaders and organizations developed in this context remain. Organizational Development is about how organizations and people function and how to get them to function better. Organization transformation signals the need to transform mindsets, engage people and make the deep shift to the ongoing mutual learning environment needed for the long-lasting change characteristic of our world today.