For the past thirty years, numerous articles and books have been devoted to leadership styles in the realm of business. Despite this groundswell of material and research, there is still no comprehensive understanding of what leadership is, nor is there an agreement among different theorists on what good or effective leadership should be. With that said, two leadership styles – transformational leadership and servant leadership – have arguably gained the ascendency in the business world.
The origins of transformational leadership can be traced back to 1973 when J.V. Downton coined the term “transformational leader” in his work “Rebel Leadership:Commitment and Charisma in a Revolutionary Process.” The maturation of the ideas behind transformational leadership can be traced back to the 1978 publication by James McGregor Burns in which he discussed the ability of leaders (in many different jobs) to inspire staff to work with more energy, commitment, and purpose. Transformational leadership is a process of transforming an organization by persuading colleagues to work together to achieve a vision (Burns, 1978). Transformational leaders are often charismatic (charismatic component). They have an ability to exceptionally influence their followers to share in the vision and to perform well beyond what is usually expected of them. Transformational leaders also have an ability to align individual aspirations and motivations to that of an organization vision (stewardship component).
The origins of modern servant leadership can be traced back to 1970 when Robert K. Greenleaf coined the terms “servant leader” and “servant leadership” (Greenleaf, 1970). The maturation of the ideas behind servant leadership can be traced to additional essays Greenleaf wrote on various aspects of servant leadership as well as works by other writers such as Laub, Speers & Lawrence, Autry, and Blanchard. "Servant leadership is an understanding and practice of leadership that places the good of those led over the self-interest of the leader. Servant leadership promotes the valuing and development of people, the building of community, the practice of authenticity, the providing of leadership for the good of those led and the sharing of power and status for the common good of each individual, the total organization and those served by the organization" (Laub, 1999). Though the organization and external stakeholders are important, it is clear that needs of the members of the organization are placed in priority over organizational success. A servant leader views leadership not as position or status, but as an opportunity to serve others, to develop them to their full potential. Greenleaf believed the final goal of servanthood was to help others become servants themselves so that society would benefit as well.
The conceptual framework for each leadership style is very similar. Both leadership styles have a charismatic component or underpinning. Both are inspirational, ethical, and moral (Graham, 1991). In other words, much of servant leadership may be subsumed within the transformational leadership model. Nonetheless, they ultimately form a distinctly separate theoretical framework because of one perceived, primary difference. The difference is reflected in the following statement by A. Gregory Stone, Robert F. Russell, and Kathleen Peterson (2003): “The principal difference between transformational leadership and servant leadership is the focus of the leader. While transformational leaders and servant leaders both show concern for their followers, the overriding focus of the servant leader is upon service to their followers. The transformational leader has a greater concern for getting followers to engage in and support organizational objectives.”
Given the information presented, it appears that both leadership styles have strengths and can bring real change in organizations. What is not clear, is the universality of transformational and servant leadership. Specifically, are both of these styles sufficient in all contexts, or do the contexts (in which the organizations exist) make one or the other of these leadership styles more appropriate? (Smith, Montagno, & Kuzmenko, 2004)
The purpose of this brief study is to suggest that a hybrid of these two leadership styles – transformational servant leadership – leads to a leadership style that:
o Blends the strengths of both leadership styles
o Offsets the weaknesses of both leadership styles
o Has the greatest contextual appropriateness
o Avoids the need to utilize “situational” leadership
In the coming months, this blog site will explore:
o The foundation of transformational servant leadership (humility)
o The formation of transformational servant leadership (trust, empowerment, etc.)
o The facets of transformational servant leadership (heart, head, hands, & habits)
o The forces (think strengths) of transformational servant leadership
o The future of transformational servant leadership (it must be practiced, proven, & popularized)
References
Burns, J.M. (1978). Leadership. New York: Harper & Row.
Downton, J.V. (1973). Rebel leadership: Commitment and charisma in a revolutionary process. Free Press.
Graham, J.W. (1991). Servant leadership in organizations: Inspirational and moral. Leadership Quarterly. 2 (2), 105-119.
Greenleaf, R. K. (1970). The Servant as Leader.
Laub, J.A. (1999). Assessing the servant organization: Development of the Servant Organizational Leadership Assessment (SOLA) instrument. Unpublished doctoral dissertation. Florida Atlantic University.
Smith, B., Montagno, R. & Kuzmenko, T. (2004). Transformational and Servant Leadership: Content and contextual comparisons. Journal of Leadership & Organizational Studies, Spring 2004.
Stone, G.A., Russell, R.F., & Patterson, K. (2004). Leadership & Organization Development Journal. 25(4), 349-361.
Tuesday, December 29, 2009
Book Review: The West Point Way of Leadership
“West Point takes leadership very seriously. They must: military leaders literally hold lives in their hands. Living up to such critical responsibilities takes courage, determination, integrity, self-discipline – and the highest performance in each of these areas. This book takes the reader inside one of the most demanding and unusual leadership programs anywhere. Raw recruits at West Point are stripped of everything experience has taught them about success and motivation and teamwork. They spend every waking moment learning the toughest lesson of all: character. They are taught how to live by their word and they discover why that is a leader’s most powerful single action. A leader who lives by his word can be counted upon to choose ‘the harder right’ – that is, put the needs of the organization ahead of personal considerations – in every instance.” (Col. Larry R. Donnithorne (Ret.), "The West Point Way of Leadership")
Why makes this book worth reading?
The core of West Point's program is more than a strategy or vision. It's a philosophy and practice of a set of values. It examines in practical detail the roots of sound leadership (be it for civilian or military purposes): moral principles (such as justice and beneficence), high-minded values (loyalty, integrity, consideration for others), and selfless service.
What are some of the lessons learned from studying this book?
You will learn the four passes of leadership – followership (0), teamwork (1), face-to-face leadership (2), indirect leadership (3), and executive leadership (4). You will learn that every leader is a follower. No one commands an organization without restraints. For every leader, no matter how “supreme,” there is always a higher authority who must be answered. You will learn that the beginning of followership is getting to zero: realizing that you don’t know, and then opening yourself to the possibility of being remade into something more. You will learn that leaders of successful organizations make sure their followers are proud to be part of the company. For this to happen, the followers as individuals, and the organization as a whole, must have values in common. You will learn that the shared values of the organization are a more important bond than loyalty to one’s peers. You will learn that a leader can foster double loyalty – to a team and to an organization – by inspiring in subordinates the sense that they are the organization. That the company is not “it” but “us.” You will learn that weak leaders think of their team members as merely extensions of their own hands and feet. You will learn the difference between functional (its end is a goal whose achievement is important not just to each individual in the group, but to the group collectively) and dysfunctional (competition by creating goals in which members of the team are forced to compete against each other for bonuses or promotion) competition. You will learn the difference between managers and leaders. You will learn that the primary leadership responsibility of executive leaders inside their organizations is to continually inspire their members to move toward the larger goals of the institution.
Transformational Servant Leadership Score (0 to 5): 2
Why makes this book worth reading?
The core of West Point's program is more than a strategy or vision. It's a philosophy and practice of a set of values. It examines in practical detail the roots of sound leadership (be it for civilian or military purposes): moral principles (such as justice and beneficence), high-minded values (loyalty, integrity, consideration for others), and selfless service.
What are some of the lessons learned from studying this book?
You will learn the four passes of leadership – followership (0), teamwork (1), face-to-face leadership (2), indirect leadership (3), and executive leadership (4). You will learn that every leader is a follower. No one commands an organization without restraints. For every leader, no matter how “supreme,” there is always a higher authority who must be answered. You will learn that the beginning of followership is getting to zero: realizing that you don’t know, and then opening yourself to the possibility of being remade into something more. You will learn that leaders of successful organizations make sure their followers are proud to be part of the company. For this to happen, the followers as individuals, and the organization as a whole, must have values in common. You will learn that the shared values of the organization are a more important bond than loyalty to one’s peers. You will learn that a leader can foster double loyalty – to a team and to an organization – by inspiring in subordinates the sense that they are the organization. That the company is not “it” but “us.” You will learn that weak leaders think of their team members as merely extensions of their own hands and feet. You will learn the difference between functional (its end is a goal whose achievement is important not just to each individual in the group, but to the group collectively) and dysfunctional (competition by creating goals in which members of the team are forced to compete against each other for bonuses or promotion) competition. You will learn the difference between managers and leaders. You will learn that the primary leadership responsibility of executive leaders inside their organizations is to continually inspire their members to move toward the larger goals of the institution.
Transformational Servant Leadership Score (0 to 5): 2
Monday, December 28, 2009
Book Review: Endurance -- Shackleton's Incredible Voyage
Sir Ernest Shackleton, and his exemplary leadership, has been the focus of numerous books, articles, and even presentations (see Doug Keeley; The Mark of a Leader; www.themarkofaleader.com).
"Bound for Antarctica, where polar explorer Ernest Shackleton planned to cross on foot the last uncharted continent, the Endurance set sail from England, in August 1914. In January 1915, after battling its way for six weeks through a thousand miles of pack ice and now only a day's sail short of its destination, the Endurance became locked inside an island of ice. For ten months the ice-moored Endurance drifted northwest before it was finally crushed. But for Shackleton and his crew of twenty-seven men the ordeal had barely begun. It would end only after a near-miraculous journey by Shackleton and a skeleton crew over 850 miles of the South Atlantic's heaviest seas to the closest outpost of civilization." (Alfred Lansing, Endurance: Shackleton's Incredible Voyage)
What makes this best seller the definitive account of Shackleton's journey? It is because every effort was made to portray the events exactly as they occurred. Lansing painstakingly utilized every single diary kept by each of the expedition's members. In addition, all of the surviving members at the time of writing submitted to long hours (even days) of interviews with the author.
What makes this book worth reading? It is because Shackleton had a talent -- a genius, even -- that he shared with only a handful of men throughout history -- genuine leadership. He was, as one of his men put it: "The greatest leader that ever came on God's earth bar none."
What are some of the lessons that may be learned from studying Shackleton's journey? You will learn that Shackleton intentionally kept his men busy. There were always tasks to be performed. You will see Shackleton sacrifice his most precious possession because, from studying the outcome of past expeditions, he believed that those that burdened themselves with equipment to meet every contingency had fared much worse than those that had sacrificed total preparedness for speed. You will learn that he was prepared to go to almost any length to keep the party close-knit and under his control. He was concerned that if dissension arose, the party as a whole might not put forth that added ounce of energy which could mean, at a time of crisis, the difference between survival and defeat. You will learn that he was prepared to inconvenience himself in his sleeping arrangements, to keep troublemakers from poisoning the crew. You will learn that he insisted on exactly the same treatment, food, and clothing. He even went out of his way to demonstrate his willingness to do the menial chores. You will learn the importance of optimism and how it set men's souls on fire. You will learn the importance of knowing your employees and how best to utilize their strengths and to diminish the effects of their weaknesses. You will learn that the impossible is possible.
Transformational Servant Leadership Score (0 to 5): 3
"Bound for Antarctica, where polar explorer Ernest Shackleton planned to cross on foot the last uncharted continent, the Endurance set sail from England, in August 1914. In January 1915, after battling its way for six weeks through a thousand miles of pack ice and now only a day's sail short of its destination, the Endurance became locked inside an island of ice. For ten months the ice-moored Endurance drifted northwest before it was finally crushed. But for Shackleton and his crew of twenty-seven men the ordeal had barely begun. It would end only after a near-miraculous journey by Shackleton and a skeleton crew over 850 miles of the South Atlantic's heaviest seas to the closest outpost of civilization." (Alfred Lansing, Endurance: Shackleton's Incredible Voyage)
What makes this best seller the definitive account of Shackleton's journey? It is because every effort was made to portray the events exactly as they occurred. Lansing painstakingly utilized every single diary kept by each of the expedition's members. In addition, all of the surviving members at the time of writing submitted to long hours (even days) of interviews with the author.
What makes this book worth reading? It is because Shackleton had a talent -- a genius, even -- that he shared with only a handful of men throughout history -- genuine leadership. He was, as one of his men put it: "The greatest leader that ever came on God's earth bar none."
What are some of the lessons that may be learned from studying Shackleton's journey? You will learn that Shackleton intentionally kept his men busy. There were always tasks to be performed. You will see Shackleton sacrifice his most precious possession because, from studying the outcome of past expeditions, he believed that those that burdened themselves with equipment to meet every contingency had fared much worse than those that had sacrificed total preparedness for speed. You will learn that he was prepared to go to almost any length to keep the party close-knit and under his control. He was concerned that if dissension arose, the party as a whole might not put forth that added ounce of energy which could mean, at a time of crisis, the difference between survival and defeat. You will learn that he was prepared to inconvenience himself in his sleeping arrangements, to keep troublemakers from poisoning the crew. You will learn that he insisted on exactly the same treatment, food, and clothing. He even went out of his way to demonstrate his willingness to do the menial chores. You will learn the importance of optimism and how it set men's souls on fire. You will learn the importance of knowing your employees and how best to utilize their strengths and to diminish the effects of their weaknesses. You will learn that the impossible is possible.
Transformational Servant Leadership Score (0 to 5): 3
Tuesday, August 25, 2009
Department Characteristics
This IT Department will be characterized by the following five character traits:
1. Humility
We don’t have all the answers. Sometimes the answers are found in the user community. Sometimes the answers are found in the vendor community. Sometimes the answers are found with our staff at the ground level. As such, we will not confuse confidence with arrogance. We will also recognize that all IT employees are part of a single team. No one person is more important than another. Rather, each of us has an equally important role to play as part of that team.
2. Accountability
We will not have a “victim mentality.” We have the ability to influence the tasks that we work on and the results of our efforts. We will not “point fingers” or try to identify blame. Accolades will be given to those who succeed. Blame will be assumed by those “in charge” (even if their staff made the mistake). In short, we will assume responsibility for our efforts.
3. Integrity
We will never mislead, exaggerate, or lie. We will strive to be credible in all our comments. We will under promise and over deliver. Commitments will always be met (or an immediate explanation and apology will be given as to why it was not met). We will recognize that trust can be lost by one event. We will also recognize that credibility is earned, not demanded.
4. Stewardship
We will strive to establish a culture of “cost saving.” We will make every decision as if the funds were our own. We will remember that we are a steward of the assets given to us by the Company.
5. Excellence
We will never accept mediocrity. We will strive to not define “success” for ourselves. Rather, we will allow the user community to determine when we are “successful.” We will build a culture that takes pride in its work.
1. Humility
We don’t have all the answers. Sometimes the answers are found in the user community. Sometimes the answers are found in the vendor community. Sometimes the answers are found with our staff at the ground level. As such, we will not confuse confidence with arrogance. We will also recognize that all IT employees are part of a single team. No one person is more important than another. Rather, each of us has an equally important role to play as part of that team.
2. Accountability
We will not have a “victim mentality.” We have the ability to influence the tasks that we work on and the results of our efforts. We will not “point fingers” or try to identify blame. Accolades will be given to those who succeed. Blame will be assumed by those “in charge” (even if their staff made the mistake). In short, we will assume responsibility for our efforts.
3. Integrity
We will never mislead, exaggerate, or lie. We will strive to be credible in all our comments. We will under promise and over deliver. Commitments will always be met (or an immediate explanation and apology will be given as to why it was not met). We will recognize that trust can be lost by one event. We will also recognize that credibility is earned, not demanded.
4. Stewardship
We will strive to establish a culture of “cost saving.” We will make every decision as if the funds were our own. We will remember that we are a steward of the assets given to us by the Company.
5. Excellence
We will never accept mediocrity. We will strive to not define “success” for ourselves. Rather, we will allow the user community to determine when we are “successful.” We will build a culture that takes pride in its work.
Wednesday, May 20, 2009
An Ethical "Thumbs Up"
While visiting with one of my vendor partners, I had the opportunity to learn how a business acts in an ethical form. This particular vendor acts as a broker for over 30 telecom providers. When asked how he is compensated by these providers, he was quick to mention that his company has a uniform fee policy. That is, his company gets the same percentage fee from each telecom provider. When asked why, he stated that that policy ensures that they always recommend the "correct" solution for their client. They do not want to have the conflict of interest that would naturally result from getting higher fees from some (but not all) of the providers they represent. Give a big ethical "thumbs up" to Kyle Coody and Simplify for implementing ethical business practices.
The Law of Influence
Leadership is often misunderstood. When people hear that someone has an impressive title or an assigned leadership position, they assume that individual to be a leader. Sometimes that's true. But titles don't have much value when it comes to leading. True leadership cannot be awarded, appointed, or assigned. It comes only from influence, and that cannot be mandated. It must be earned. The only thing a title can buy is a little time -- either to increase your level of influence with others or to undermine it.
The true measure of leadership is influence -- nothing more, nothing less. Margaret Thatcher, the former British prime minister, observed: "Being in power is like being a lady. If you have to tell people you are, you aren't." That being the case, why do some people emerge as leaders while others can't influence people no matter how hard they try? Several factors come into play:
I love the leadership proverb that says: "He who thinks he leads, but has no followers, is only taking a walk." If you can't influence people, then they will not follow you. And if people won't follow, you are not a leader. That's the "law of influence." No matter what anybody else may tell you, remember that leadership is influence -- nothing more, nothing less.
Adapted from John C. Maxwell, The 21 Irrefutable Laws of Leadership; Thomas Nelson: Nashville, TN, 2007.
The true measure of leadership is influence -- nothing more, nothing less. Margaret Thatcher, the former British prime minister, observed: "Being in power is like being a lady. If you have to tell people you are, you aren't." That being the case, why do some people emerge as leaders while others can't influence people no matter how hard they try? Several factors come into play:
- Character -- Who They Are
- Relationships -- Who They Know
- Knowledge -- What They Know
- Intuition -- What They Feel
- Experience -- Where They've Been
- Past Success -- What They've Done
- Ability -- What They Can Do
I love the leadership proverb that says: "He who thinks he leads, but has no followers, is only taking a walk." If you can't influence people, then they will not follow you. And if people won't follow, you are not a leader. That's the "law of influence." No matter what anybody else may tell you, remember that leadership is influence -- nothing more, nothing less.
Adapted from John C. Maxwell, The 21 Irrefutable Laws of Leadership; Thomas Nelson: Nashville, TN, 2007.
CIO's Counsel Kundra: Advice for Obama's Federal CIO
The following article was published by CIO Magazine Online. It provided advice for Obama's new federal CIO.
Mark A. Stone has more than 28 years of experience in the field of information technology, incuding 15 years at Zale Corporation, where he served as Senior Vice President/CIO. Prior to Zale, Mark served as the Director of Financial Operations for the Resolution Trust Corporation. In this capacity, he was responsible for all activities associated with financial operations -- loan servicing, asset processing, asset operations, financial reporting, and asset systems -- for 203 institutions and $14.4 billion in assets. Mark is a Certified Public Accountant and holds a BBA in Accounting from Baylor University and a Masters in Divinity from Westminster Theological Seminary.
http://www.cio.com/article/484210/CIOs_Counsel_Kundra_Advice_for_Obama_s_Federal_CIO_Part_Four
Mark A. Stone has more than 28 years of experience in the field of information technology, incuding 15 years at Zale Corporation, where he served as Senior Vice President/CIO. Prior to Zale, Mark served as the Director of Financial Operations for the Resolution Trust Corporation. In this capacity, he was responsible for all activities associated with financial operations -- loan servicing, asset processing, asset operations, financial reporting, and asset systems -- for 203 institutions and $14.4 billion in assets. Mark is a Certified Public Accountant and holds a BBA in Accounting from Baylor University and a Masters in Divinity from Westminster Theological Seminary.
http://www.cio.com/article/484210/CIOs_Counsel_Kundra_Advice_for_Obama_s_Federal_CIO_Part_Four
2008 Dallas CIO Executive Summit
In November, 2008, I was interviewed by Thornton May (an IT Futurist).I thought you might enjoy viewing this interview. Here is a link to it:
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