Module I·Article II·~2 min read
Servant Leader and Authentic Leadership: Leadership from Within
Theories and Styles of Leadership
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Servant Leadership: The Leader Serves Others
Robert Greenleaf (1970): A leader is, first and foremost, a servant. His primary impulse is to serve people; leadership is a consequence of the desire to help others grow.
Key characteristics: listening, empathy, healing (assisting in overcoming problems), awareness, persuasion (not coercion), conceptualization (vision), foresight, stewardship (responsible management of what is entrusted), commitment to people’s development, community building.
Greenleaf’s test: “Are those I serve growing? Are they becoming healthier, wiser, freer?”
Examples: Nelson Mandela as the embodiment of servant leadership — politics as service to the people, not as a tool of personal power. In business — Herbert Kelleher (Southwest Airlines): he knew thousands of employees by name, convinced that employees were more important than shareholders.
Authentic Leadership
Bill George (Harvard): “True leadership.” The authentic leader leads others while remaining true to himself.
Five dimensions: (1) Understanding one’s story (self-awareness); (2) Having a values compass; (3) Leading with heart (balance of IQ and EQ); (4) Building trusting relationships; (5) Self-discipline.
“Life management” according to Bill George: authentic leaders are aware of who they are, what is important to them, and lead others in accordance with this—regardless of pressure and expectations.
EQ vs IQ: Emotional Intelligence in Leadership
Daniel Goleman: emotional intelligence (EQ) is more important for leadership effectiveness than IQ or technical competencies. Research based on data from 200 companies: EQ explains 90% of the difference between average and outstanding leaders.
Components of EQ:
- Self-awareness
- Self-management
- Motivation (internal, not external)
- Empathy
- Social skills
Practical Assignment
Take a self-assessment of your EQ according to Goleman’s components (rate yourself on a scale of 1-10 for each). Determine: (1) In which component are you strongest? (2) Which component requires the most development? (3) How will developing the weakest component change your leadership effectiveness?
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