Two people are working on a project and it appears both are trying to get to the same destination. Yet one person demands greater risks for quicker results. This happens a lot, especially in organizations where near-term results and quarterly goals are prioritized over sustainability. As a result, employees are often competing for who can get the job done quicker and not necessarily who gets there with the best balance of risk and reward. Yet both the Brake Checker and the Tailgater have better options to serve their company.
One misconception about Servant Leaders is that they are just "too nice". In reality, Servant Leaders can seem quite mean, depending upon the circumstances. Below are four examples of servant leaders that even Donald Trump could be proud of....
In the chapter entitled, "Project Management Leadership: Servant-Leader vs. Subject Matter Expert", Perry introduces the concept of servant leadership for project managers. In addition, the author presents servant leadership for the PMO in the framework of the 10 servant leadership characteristices defined by Larry Spears (Listening, Empathy, Healing, Awareness, Persuasion, Conceptualization, Foresight, Stewardship, Commitment to the Growth of People and Building Community).
The attendance was down - a sign of the economic times, but there remained a broad range of leadership styles represented by Speakers, Vendors and Bloggers. Below are observations on the leadership styles these individuals presented at the conference*.
Bill's perspectives on Leadership support the servant-leader model and his work has been referenced as an example of measurable success through servant leadership.
From corporate scandals to our economic crisis, poor leadership has created obstacles for us all. Therefore, how we get out of this mess will take a different type of leadership.
I hope this message finds you and your loved ones enjoying the best of the holiday season. As a colleague [...]
There is a disturbing trend among business leaders today. While problems are obvious on Wall Street, the challenge is systemic. For too long organizations have enabled and empowered narcissistic employees with the "win at any cost" mentality and an emphasis on their personal success over that of their staff, customers, organization and it's stakeholders.