Values of Servant Leadership

mark of the servant leader who is more concerned about the followers than about themselves. Servant leadership consists of seven dimensions (Liden, Wayne, Zhao, & Henderson, 2008) all of which has parallels in Rama’s leadership behavior. Emotional healing entails being sensitive to the follower’s setbacks. Rama’s handling of Bharatha’s guilt and chagrin, Sugriva’s sense of defeat and Vibheeshana’s gut wrenching feelings of having betrayed his brother are all examples. Creating value for community

Servant Leadership In Indian Culture and Hindu Religion Although servant leadership is often associated with Christianity and assessed in a Biblical context, it is important to recognize that servant leadership is present in other religions and cultural contexts as well. Servant leadership has the capability to exist in any environment where there is humility, selflessness, and a commitment to exhorting and empowering one’s followers. Historically, the best servant leaders have come from a variety

Sarros, 2002, p. 68). The founder of servant leadership, Robert K Greenleaf; considered that every person ought to own values that could support and guide others. Greenleaf 's philosophy was that "the servant leader is a servant first; it begins with the natural feeling that one wants to serve" (Dierendonck & Patterson, 2010, p. 22). To serve, people must comprehend values, which are a person 's ethics of behavior shaping his or her vision. Moreover, values are distinctive from taking the survey

(Sendjaya and Sarros, 2002, p. 68). The founder of servant leadership, Robert K Greenleaf; believes that every person ought to own values that could support and guide others. Greenleaf 's theory "the servant leader is a servant first; it begins with the natural feeling that one wants to serve" (Dierendonck & Patterson, 2010). In order to serve, people must comprehend values, which are a person 's ethics of behavior shaping his or her vision. In addition, values could be distinct from taking the survey created

Traditional theories of leadership include the great man, power bases, skills approach, style approach, contingency, and path-goal theories. Those are all very objectively based, not looking at the individual’s experiences, wants, needs, and idiosyncrasies. Then the emerging leadership theories came along, viewing leaders as unique individuals, instead of positions within an organization. These theories are relationship-heavy, focusing on the interactions between the leaders and the followers

sense of right and wrong. However, ethical leadership has had resurgence since the Great Recession. Ethical leadership is a term that is often debated and difficult to define. It is more nebulous; we know it when we see it. It comes with bumper stickers like, “Do the right thing” or “Use common sense.” It is more attribute oriented. Yukl describes it as, “Several criteria are relevant for judging individual leaders, including the person’s values, stage of moral development, conscious intentions

Leadership theories The full spectrum of leadership styles is broad. The leadership styles continuum ranges from very directive to very non-directive: Autocratic, Benevolent Autocratic, Consultative, Participative, Consensus, and Laissez-Faire (Gibson, 1995). The autocratic leader an authority who make decisions or set goals and does not feel the need to explain them. The benevolent autocratic leader also rely on authority for decision-making, but may explain the thought process behind the decisions

old to maintain” (Robert K Greenleaf). The founder of servant leadership, Robert K Greenleaf; believes that every person ought to own values that could support and guide others. According to Greenleaf, “The servant leader is servant first; it begins with the natural feeling that one wants to serve”(…………….). In order to serve people must comprehend values; which are a person’s ethics of behavior shaping his or her vision. In addition, values could be distinct from taking the survey created by Milton

Introduction Servant leadership is positioned as a novel field of research for leadership scholars. The concept of being a servant leader has gained much popularity among many leadership enthusiasts. With confidence shaken in contemporary business leadership, there has been an increased interest in Greenleaf’s (1977) servant leadership theory, which promotes setting aside self-interest of leaders for the betterment of their followers (Liden, Wayne, Zhao, & Henderson, 2008; Sendjaya, Sarros, & Santora

Everything that we as individuals do adds value to society. Through our actions, we strive to create a way for people to cooperate and get things done efficiently. This value driven movement exists through an acknowledgement of purpose beyond just making a profit. Servant leadership, corporate social responsibility (CSR), and conscious capitalism are practices designed to achieve this goal upon their implementation by organizations. All three of these theories have the same objective to serve the