Servant Leadership - Revision history

Tkokotas at 19:01, 17 November 2018

2018-11-17T19:01:58Z

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			''Developed by Niels Mikkelsen''


	Projects are complex, uncertain, and composed of people with different personalities. Therefore, in project management, it is important to consider the people and their emotions, which are present and must not be ignored. This requires a project leader with a flair for people, and one such leader is a Servant Leader.		Projects are complex, uncertain, and composed of people with different personalities. Therefore, in project management, it is important to consider the people and their emotions, which are present and must not be ignored. This requires a project leader with a flair for people, and one such leader is a Servant Leader.

Niels at 21:49, 2 October 2017

2017-10-02T21:49:39Z

Show changes

Niels at 21:36, 2 October 2017

2017-10-02T21:36:38Z

← Older revision		Revision as of 21:36, 2 October 2017
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	[[File:fore.png\|thumb\|250px\|Figure 6: Fifth pillar: Foresight]]		[[File:fore.png\|thumb\|250px\|Figure 6: Fifth pillar: Foresight]]
	[[File:sys.png\|thumb\|250px\|Figure 7: Sixth pillar: Systems Thinker]]		[[File:sys.png\|thumb\|250px\|Figure 7: Sixth pillar: Systems Thinker]]
	[[File:mor.png\|thumb\|250px\|Figure 8: Seventh pillar: ~~Lads~~ with Moral Authority]]		[[File:mor.png\|thumb\|250px\|Figure 8: Seventh pillar: Leads with Moral Authority]]
	One who has foresight imagines possibilities, anticipates the future, and proceeds with clarity of purpose. This includes that he views foresight as the central ethic of leadership, he knows how to access intuition, he can articulate and inspire a shared vision, he uses creativity as a strategic tool, and he is a discerning, decisive, and courageous decision maker. His core competencies are that he is visionary, he displays creativity, and he takes courageous, decisive action. <ref name="Seven" />		One who has foresight imagines possibilities, anticipates the future, and proceeds with clarity of purpose. This includes that he views foresight as the central ethic of leadership, he knows how to access intuition, he can articulate and inspire a shared vision, he uses creativity as a strategic tool, and he is a discerning, decisive, and courageous decision maker. His core competencies are that he is visionary, he displays creativity, and he takes courageous, decisive action. <ref name="Seven" />

Niels at 21:36, 2 October 2017

2017-10-02T21:36:30Z

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	===Has Foresight===		===Has Foresight===
	[[File:fore.png\|thumb\|250px\|Figure 6: Fifth pillar: Foresight]]		[[File:fore.png\|thumb\|250px\|Figure 6: Fifth pillar: Foresight]]
			[[File:sys.png\|thumb\|250px\|Figure 7: Sixth pillar: Systems Thinker]]
			[[File:mor.png\|thumb\|250px\|Figure 8: Seventh pillar: Lads with Moral Authority]]
	One who has foresight imagines possibilities, anticipates the future, and proceeds with clarity of purpose. This includes that he views foresight as the central ethic of leadership, he knows how to access intuition, he can articulate and inspire a shared vision, he uses creativity as a strategic tool, and he is a discerning, decisive, and courageous decision maker. His core competencies are that he is visionary, he displays creativity, and he takes courageous, decisive action. <ref name="Seven" />		One who has foresight imagines possibilities, anticipates the future, and proceeds with clarity of purpose. This includes that he views foresight as the central ethic of leadership, he knows how to access intuition, he can articulate and inspire a shared vision, he uses creativity as a strategic tool, and he is a discerning, decisive, and courageous decision maker. His core competencies are that he is visionary, he displays creativity, and he takes courageous, decisive action. <ref name="Seven" />

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	===Systems Thinker===		===Systems Thinker===
	~~[[File:sys.png\|thumb\|250px\|Figure 7: Sixth pillar: Systems Thinker]]~~
	~~[[File:mor.png\|thumb\|250px\|Figure 8: Seventh pillar: Lads with Moral Authority]]~~
	A systems thinker is one who thinks and acts strategically, leads change effectively, and balances the whole with the sum of its parts. This includes that he connects systems thinking with ethical issues, applies the principles of Servant Leadership to systems analysis and decision-making, integrates input from all parties in a system to arrive at holistic solutions, and demonstrates an awareness of how to lead and manage change.		A systems thinker is one who thinks and acts strategically, leads change effectively, and balances the whole with the sum of its parts. This includes that he connects systems thinking with ethical issues, applies the principles of Servant Leadership to systems analysis and decision-making, integrates input from all parties in a system to arrive at holistic solutions, and demonstrates an awareness of how to lead and manage change.

Niels at 21:35, 2 October 2017

2017-10-02T21:35:33Z

← Older revision		Revision as of 21:35, 2 October 2017
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	===Systems Thinker===		===Systems Thinker===
	[[File:~~fore~~.png\|thumb\|250px\|Figure 7: Sixth pillar: Systems Thinker]]		[[File:sys.png\|thumb\|250px\|Figure 7: Sixth pillar: Systems Thinker]]
			[[File:mor.png\|thumb\|250px\|Figure 8: Seventh pillar: Lads with Moral Authority]]
	A systems thinker is one who thinks and acts strategically, leads change effectively, and balances the whole with the sum of its parts. This includes that he connects systems thinking with ethical issues, applies the principles of Servant Leadership to systems analysis and decision-making, integrates input from all parties in a system to arrive at holistic solutions, and demonstrates an awareness of how to lead and manage change.		A systems thinker is one who thinks and acts strategically, leads change effectively, and balances the whole with the sum of its parts. This includes that he connects systems thinking with ethical issues, applies the principles of Servant Leadership to systems analysis and decision-making, integrates input from all parties in a system to arrive at holistic solutions, and demonstrates an awareness of how to lead and manage change.

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	===Leads with Moral Authority===		===Leads with Moral Authority===
	~~[[File:fore.png\|thumb\|250px\|Figure 8: Seventh pillar: Lads with Moral Authority]]~~
	One who leads with moral authority is worthy of respect, inspires trust and confidence, and establishes quality standards for performance. This includes that he values moral authority over positional authority, he empowers others with responsibility and authority, he sets clear, firm yet flexible boundaries, and he establishes models, and enforces quality standards for conduct and performance.<ref name="Seven" />		One who leads with moral authority is worthy of respect, inspires trust and confidence, and establishes quality standards for performance. This includes that he values moral authority over positional authority, he empowers others with responsibility and authority, he sets clear, firm yet flexible boundaries, and he establishes models, and enforces quality standards for conduct and performance.<ref name="Seven" />

Niels: /* Elaborated concept and application */

2017-10-02T21:34:07Z

Elaborated concept and application

← Older revision		Revision as of 21:34, 2 October 2017
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	===Puts People First===		===Puts People First===
	The core competencies of one who puts people first are that he displays a servant's heart, is mentor-minded, and shows care and concern, to help others meet their highest priority development needs. Putting people before profit can, ironically, make a project or an organization even more profitable. A research from Stanford University suggests that companies with a "people first" mentality have a significant competitive advantage and outperform all competitors<ref name="Jeffrey P">Jeffrey Pfeffer (1998). ''The Human Equation: Building Profits by Putting People First''. Boston, MA: Harvard Business School Press</ref>. Instead of just spouting the slogans "our people are our biggest assets" or "we put people first", a servant-leader really puts the people before, for instance, profit, and sacrifice self-interests for the sake of others. However, there is a balance, since, of course, a person who sacrifices too much and neglects himself cannot function.		[[File:people.png\|thumb\|250px\|Figure 3: Second pillar: Puts People First]]The core competencies of one who puts people first are that he displays a servant's heart, is mentor-minded, and shows care and concern, to help others meet their highest priority development needs. Putting people before profit can, ironically, make a project or an organization even more profitable. A research from Stanford University suggests that companies with a "people first" mentality have a significant competitive advantage and outperform all competitors<ref name="Jeffrey P">Jeffrey Pfeffer (1998). ''The Human Equation: Building Profits by Putting People First''. Boston, MA: Harvard Business School Press</ref>. Instead of just spouting the slogans "our people are our biggest assets" or "we put people first", a servant-leader really puts the people before, for instance, profit, and sacrifice self-interests for the sake of others. However, there is a balance, since, of course, a person who sacrifices too much and neglects himself cannot function.

	=====Displaying a servant's heart=====		=====Displaying a servant's heart=====
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	===Skilled communicator===		===Skilled communicator===
	Most projects fail due to lack of communication<ref name="DO" />. A Servant Leader is a skilled communicator. He listens earnestly and speaks effectively. His core competencies are that he demonstrates empathy, invites feedback and communicates persuasively. Many experts say that skillful communication is the foundation of effective leadership. With skillful communication, they mean listening to understand others and expressing one's thoughts, feelings, and needs with genuineness, respect, and clarity<ref name="Two">Two books. 1: Stephen Covey (1989). ''Seven Habits of Highly Effective People''. New York: Fireside, 1989. And 2: Peter Drucker (1967). ''The Effective Executive''. New York: HarperCollins. </ref>. This has many benefits, such as trusting and productive working relationships since the speaker feels attended to and cared about, better constructive conflict resolution, and more. Communication skills are relationship skills, so project managers can seek help from psychotherapy and the relatively new concept of EQ, emotional intelligence, or people skills, which Gerard Egan, the author of ''The Skilled Helper'', which is the most widely used counselling text in the world, defines as empathy, warmth, genuineness, concreteness, initiative (solution-oriented, risk-taking), immediacy (mutual, intimate, "here-and-now" sharing), self-disclosure (appropriate sharing of self), confrontation (challenging others to grow), and self-exploration (self-reflection, inviting feedback)<ref name="Helper">Gerad Egan (1998). ''The Skilled Helper: A Problem-Management Approach to Helping'', 6th ed. Pacific Grove, CA: Brooks/Cole Publishing Co.</ref>.		[[File:comm.png\|thumb\|250px\|Figure 4: Third pillar: Skilled communicator]]Most projects fail due to lack of communication<ref name="DO" />. A Servant Leader is a skilled communicator. He listens earnestly and speaks effectively. His core competencies are that he demonstrates empathy, invites feedback and communicates persuasively. Many experts say that skillful communication is the foundation of effective leadership. With skillful communication, they mean listening to understand others and expressing one's thoughts, feelings, and needs with genuineness, respect, and clarity<ref name="Two">Two books. 1: Stephen Covey (1989). ''Seven Habits of Highly Effective People''. New York: Fireside, 1989. And 2: Peter Drucker (1967). ''The Effective Executive''. New York: HarperCollins. </ref>. This has many benefits, such as trusting and productive working relationships since the speaker feels attended to and cared about, better constructive conflict resolution, and more. Communication skills are relationship skills, so project managers can seek help from psychotherapy and the relatively new concept of EQ, emotional intelligence, or people skills, which Gerard Egan, the author of ''The Skilled Helper'', which is the most widely used counselling text in the world, defines as empathy, warmth, genuineness, concreteness, initiative (solution-oriented, risk-taking), immediacy (mutual, intimate, "here-and-now" sharing), self-disclosure (appropriate sharing of self), confrontation (challenging others to grow), and self-exploration (self-reflection, inviting feedback)<ref name="Helper">Gerad Egan (1998). ''The Skilled Helper: A Problem-Management Approach to Helping'', 6th ed. Pacific Grove, CA: Brooks/Cole Publishing Co.</ref>.

	=====Demonstrating empathy=====		=====Demonstrating empathy=====
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	===Compassionate Collaborator===		===Compassionate Collaborator===
			[[File:coll.png\|thumb\|250px\|Figure 5: Fourth pillar: Compassionate Collaborator]]
	A compassionate collaborator strengthens relationships, supports diversity, and creates a sense of belonging and a culture of collaboration. This includes that he invites and rewards the contributions of others, he pays attention to the quality of work life and strives to build caring, collaborative teams and communities, he related well to people of diverse backgrounds and interests and values individual differences, and he manages disagreements respectfully, fairly, and constructively. <ref name="Seven" />		A compassionate collaborator strengthens relationships, supports diversity, and creates a sense of belonging and a culture of collaboration. This includes that he invites and rewards the contributions of others, he pays attention to the quality of work life and strives to build caring, collaborative teams and communities, he related well to people of diverse backgrounds and interests and values individual differences, and he manages disagreements respectfully, fairly, and constructively. <ref name="Seven" />

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	===Has Foresight===		===Has Foresight===
			[[File:fore.png\|thumb\|250px\|Figure 6: Fifth pillar: Foresight]]
	One who has foresight imagines possibilities, anticipates the future, and proceeds with clarity of purpose. This includes that he views foresight as the central ethic of leadership, he knows how to access intuition, he can articulate and inspire a shared vision, he uses creativity as a strategic tool, and he is a discerning, decisive, and courageous decision maker. His core competencies are that he is visionary, he displays creativity, and he takes courageous, decisive action. <ref name="Seven" />		One who has foresight imagines possibilities, anticipates the future, and proceeds with clarity of purpose. This includes that he views foresight as the central ethic of leadership, he knows how to access intuition, he can articulate and inspire a shared vision, he uses creativity as a strategic tool, and he is a discerning, decisive, and courageous decision maker. His core competencies are that he is visionary, he displays creativity, and he takes courageous, decisive action. <ref name="Seven" />

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	===Systems Thinker===		===Systems Thinker===
			[[File:fore.png\|thumb\|250px\|Figure 7: Sixth pillar: Systems Thinker]]
	A systems thinker is one who thinks and acts strategically, leads change effectively, and balances the whole with the sum of its parts. This includes that he connects systems thinking with ethical issues, applies the principles of Servant Leadership to systems analysis and decision-making, integrates input from all parties in a system to arrive at holistic solutions, and demonstrates an awareness of how to lead and manage change.		A systems thinker is one who thinks and acts strategically, leads change effectively, and balances the whole with the sum of its parts. This includes that he connects systems thinking with ethical issues, applies the principles of Servant Leadership to systems analysis and decision-making, integrates input from all parties in a system to arrive at holistic solutions, and demonstrates an awareness of how to lead and manage change.

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	===Leads with Moral Authority===		===Leads with Moral Authority===
			[[File:fore.png\|thumb\|250px\|Figure 8: Seventh pillar: Lads with Moral Authority]]
	One who leads with moral authority is worthy of respect, inspires trust and confidence, and establishes quality standards for performance. This includes that he values moral authority over positional authority, he empowers others with responsibility and authority, he sets clear, firm yet flexible boundaries, and he establishes models, and enforces quality standards for conduct and performance.<ref name="Seven" />		One who leads with moral authority is worthy of respect, inspires trust and confidence, and establishes quality standards for performance. This includes that he values moral authority over positional authority, he empowers others with responsibility and authority, he sets clear, firm yet flexible boundaries, and he establishes models, and enforces quality standards for conduct and performance.<ref name="Seven" />

Niels at 21:30, 2 October 2017

2017-10-02T21:30:37Z

← Older revision		Revision as of 21:30, 2 October 2017
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	===Person of Character===		===Person of Character===
	The core competencies of a person of character are that he maintains integrity, demonstrates humility, and serves a higher purpose. This character behaviour has a huge effect on the quality and effectiveness of leadership: Many experts say that leadership competence is based on character more than technique<ref name="Thomas">Thomas A. Teal (1998). ''The Human Side of Management''. Boston: Harvard Business School Press.</ref>, leaders of character generate more loyalty, creativity, and productivity<ref name="Freder">Frederick F. Reichheld (2003). ''Loyalty Rules: How Today's Leaders Build Lasting Relationships''. Boston: Harvard Business School Publishing.</ref>, a Harvard study indicates that most of the leader's performance is due to his personal character<ref name="Warren">Warren Bennis (1999). ''The Leadership Advantage, Leader to Leader 12''. Spring.</ref>, and companies with a strong culture of shared values and principles outperform other companies a lot<ref name="John">John P. Kotter and Jaames L. Heskett (1992). ''Corporate Culture and Performance''. New York: Simon & Schuster.</ref>.		[[File:cha.png\|thumb\|250px\|Figure 2: First pillar: Person of Character]]The core competencies of a person of character are that he maintains integrity, demonstrates humility, and serves a higher purpose. This character behaviour has a huge effect on the quality and effectiveness of leadership: Many experts say that leadership competence is based on character more than technique<ref name="Thomas">Thomas A. Teal (1998). ''The Human Side of Management''. Boston: Harvard Business School Press.</ref>, leaders of character generate more loyalty, creativity, and productivity<ref name="Freder">Frederick F. Reichheld (2003). ''Loyalty Rules: How Today's Leaders Build Lasting Relationships''. Boston: Harvard Business School Publishing.</ref>, a Harvard study indicates that most of the leader's performance is due to his personal character<ref name="Warren">Warren Bennis (1999). ''The Leadership Advantage, Leader to Leader 12''. Spring.</ref>, and companies with a strong culture of shared values and principles outperform other companies a lot<ref name="John">John P. Kotter and Jaames L. Heskett (1992). ''Corporate Culture and Performance''. New York: Simon & Schuster.</ref>.

	=====Maintaining integrity=====		=====Maintaining integrity=====

Niels at 21:29, 2 October 2017

2017-10-02T21:29:52Z

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	Servant Leadership has many advantages; increased motivation, focus on the bigger picture and strong teams, to mention a few. Disadvantages are, for example, that it does not work in all situations, it can be hard to practice for non-naturals, it takes a lot of time, and cannot stand alone in projects that require a lot of structure.		Servant Leadership has many advantages; increased motivation, focus on the bigger picture and strong teams, to mention a few. Disadvantages are, for example, that it does not work in all situations, it can be hard to practice for non-naturals, it takes a lot of time, and cannot stand alone in projects that require a lot of structure.

	Practicing Servant Leadership in projects that are suitable for this kind of leadership can, hopefully, help to the success of future projects and hence the success of programs and portfolios, since these are composed of projects.		Practicing Servant Leadership in projects that are suitable for this kind of leadership can, hopefully, with the contribution of this article, help the success of future projects and hence the success of programs and portfolios since these are composed of projects.

	=The Big Idea=		=The Big Idea=

Niels: /* Negotiating conflict */

2017-10-02T21:28:13Z

Negotiating conflict

← Older revision		Revision as of 21:28, 2 October 2017
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	Conflict is unavoidable. A Servant-Leader and compassionate collaborator does not think "I win, you lose", and is able to control his anger. He does not see his anger as being caused by others but by his own thoughts. Therefore, he does not let his anger out on others. Many bargaining and resolving techniques exist and some work better than others. The Peace R.U.L.E.S technique for negotiation<ref name="PEACE">James W. Sipe (1994). ''PEACE R.U.L.E.S!TM Guidelines'', Your Conflict Resolution Tool. Detroit: Performance Resource Press.</ref> works for a Servant-Leader:		Conflict is unavoidable. A Servant-Leader and compassionate collaborator does not think "I win, you lose", and is able to control his anger. He does not see his anger as being caused by others but by his own thoughts. Therefore, he does not let his anger out on others. Many bargaining and resolving techniques exist and some work better than others. The Peace R.U.L.E.S technique for negotiation<ref name="PEACE">James W. Sipe (1994). ''PEACE R.U.L.E.S!TM Guidelines'', Your Conflict Resolution Tool. Detroit: Performance Resource Press.</ref> works for a Servant-Leader:

	1. '''R'''emain calm~~: Pick the right place and time where you can maintain a respectful, productive conversation~~<br>		1. '''R'''emain calm<br>
	2. '''U'''nto Others as Yourself~~: Remember the Golden Rule, "Do unto others as you would have them do unto you"~~<br>		2. '''U'''nto Others as Yourself<br>
	3. '''L'''isten to Understand~~: Remember how to listen (as explained above) and not just try to convince~~<br>		3. '''L'''isten to Understand<br>
	4. '''E'''xpect Success~~: Have a positive attitude and communicate calmly to achieve win-win situations~~<br>		4. '''E'''xpect Success<br>
	5. '''S'''eek outside support ~~(S.O.S): If needed, find a caring, objective third party~~		5. '''S'''eek outside support

	===Has Foresight===		===Has Foresight===

Niels at 21:26, 2 October 2017

2017-10-02T21:26:35Z

← Older revision		Revision as of 21:26, 2 October 2017
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	Projects are complex, uncertain, and composed of people with different personalities. Therefore, in project management, it is important to consider the people and their emotions, which are present and must not be ignored. This requires a project leader with a flair for people, and one such leader is a Servant Leader. He has a strong desire to serve and work for the benefit of others. He is a person of character and makes insightful, ethical, and principle-centered decisions. He puts people first and helps others meet their highest priority. He is a skilled communicator and listens earnestly and speaks effectively. He is a compassionate collaborator who strengthens relationships, supports diversity, and creates a sense of belonging. He has foresight, so he imagines possibilities, anticipates the future, and proceeds with clarity of purpose. He is a systems thinker, so he thinks and acts strategically, leads change effectively, and balances the whole with the sum of its parts. And he leads with moral authority, so he is worthy of respect, inspires trust and confidence, and establishes quality standards for performance.		Projects are complex, uncertain, and composed of people with different personalities. Therefore, in project management, it is important to consider the people and their emotions, which are present and must not be ignored. This requires a project leader with a flair for people, and one such leader is a Servant Leader.

			A Servant Leader has a strong desire to serve and work for the benefit of others. He is a person of character and makes insightful, ethical, and principle-centered decisions. He puts people first and helps others meet their highest priority. He is a skilled communicator and listens earnestly and speaks effectively. He is a compassionate collaborator who strengthens relationships, supports diversity, and creates a sense of belonging. He has foresight, so he imagines possibilities, anticipates the future, and proceeds with clarity of purpose. He is a systems thinker, so he thinks and acts strategically, leads change effectively, and balances the whole with the sum of its parts. And he leads with moral authority, so he is worthy of respect, inspires trust and confidence, and establishes quality standards for performance.

	Servant Leadership has many advantages; increased motivation, focus on the bigger picture and strong teams, to mention a few. Disadvantages are, for example, that it does not work in all situations, it can be hard to practice for non-naturals, it takes a lot of time, and cannot stand alone in projects that require a lot of structure.		Servant Leadership has many advantages; increased motivation, focus on the bigger picture and strong teams, to mention a few. Disadvantages are, for example, that it does not work in all situations, it can be hard to practice for non-naturals, it takes a lot of time, and cannot stand alone in projects that require a lot of structure.