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Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness 25th Anniversary Edition

door Robert K. Greenleaf

Andere auteurs: Stephen R. Covey (Voorwoord), Peter M. Senge (Nawoord)

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With the publication of Servant Leadership in 1977, a new paradigm of management entered the boardrooms and corporate offices of America. Robert K. Greenleaf, a retired AT & T executive, proposed that service ought to be the distinguishing characteristic of leadership. Not only would it create better, stronger companies, he said, but business leaders themselves "would find greater joy in their lives if they raised the servant aspect of their leadership and built more serving institutions." In the quarter century since these ideas were first articulated, the notion of servant leadership has gained ever more disciples in business schools, among executives, in government and in public and private institutions. Greenleaf was among the first to analyze the qualities of leaders and followers--and the necessity for leaders to be attentive to the needs of others. In this respect the leader becomes a follower. Such a leader, said Greenleaf, constantly inquires whether "other people's highest priority needs are being served. Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?" The true leader is also a seeker--alert to new possibilities, open, listening and ready for whatever develops. True leadership, then, is an inner quality as much as an exercise of authority. The present volume originated as essays and talks treating servant leadership as a general principle and the way it has been lived by particular people. Sections of the book deal with leadership in education, in foundations, in churches, in bureaucracies, and with the role of the United States as a world leader. It closes with a spiritual reflection on Robert Frost's poem "Directive". The reflection, in Greenland's words, is "partly an acknowledgment of [Frost's] influence on me and partly a sharing with those who are the search for what I have now come to see as servant leadership, and who, sooner or later and in their own way, come to grips with who they are and where they are on the journey."… (meer)
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Par for the course of self-improvement books. The principles are good, but the style of this genre does not appeal to me. ( )
  librisissimo | Feb 24, 2019 |
This is a very good book on leaders as servants; doing an excellent job of delineating what that idea truly means. The terminology can be a bit challenging as he writes across institutional lines applying his concepts to business & industry, as well as educational and religious institutions. Greenleaf suggests that foundational to a successful institution is the requirement that it must be more than simply the chief administrator who has a deep commitment. He calls for the board/trustees/synod/executive committee to be comprised of highly committed individuals who are very supportive of the missional goal of the organization. He insists that the chief administrator (CEO/president/minister) should be a first among equals. But he also insists that the equals must be equally committed to make the institution successful. The book expands and offers thoughts about the ways to accomplish this. It is not an easy read – much more like a textbook than anything else, but for those who are administrator’s there are tools here that can be utilized to build the organization. ( )
  Al-G | Aug 27, 2013 |
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» Andere auteurs toevoegen (1 mogelijk)

AuteursnaamRolType auteurWerk?Status
Robert K. Greenleafprimaire auteuralle editiesberekend
Covey, Stephen R.VoorwoordSecundaire auteuralle editiesbevestigd
Senge, Peter M.NawoordSecundaire auteuralle editiesbevestigd
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With the publication of Servant Leadership in 1977, a new paradigm of management entered the boardrooms and corporate offices of America. Robert K. Greenleaf, a retired AT & T executive, proposed that service ought to be the distinguishing characteristic of leadership. Not only would it create better, stronger companies, he said, but business leaders themselves "would find greater joy in their lives if they raised the servant aspect of their leadership and built more serving institutions." In the quarter century since these ideas were first articulated, the notion of servant leadership has gained ever more disciples in business schools, among executives, in government and in public and private institutions. Greenleaf was among the first to analyze the qualities of leaders and followers--and the necessity for leaders to be attentive to the needs of others. In this respect the leader becomes a follower. Such a leader, said Greenleaf, constantly inquires whether "other people's highest priority needs are being served. Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?" The true leader is also a seeker--alert to new possibilities, open, listening and ready for whatever develops. True leadership, then, is an inner quality as much as an exercise of authority. The present volume originated as essays and talks treating servant leadership as a general principle and the way it has been lived by particular people. Sections of the book deal with leadership in education, in foundations, in churches, in bureaucracies, and with the role of the United States as a world leader. It closes with a spiritual reflection on Robert Frost's poem "Directive". The reflection, in Greenland's words, is "partly an acknowledgment of [Frost's] influence on me and partly a sharing with those who are the search for what I have now come to see as servant leadership, and who, sooner or later and in their own way, come to grips with who they are and where they are on the journey."

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