MANAGEMENT THEORY

Servant leadership theory in Non-profit organization



Servant leadership theory in Non-profit organization

Introduction

In every nonprofit or socially beneficial organization, leadership is a quintessential element. Although many organizations fit the classification of nonprofit when they are being distinguished from government and commercial counterparts, they are exceptionally diverse in terms of directives, goals, and missions. In my opinion, theory of servant leadership and its styles have played an important role in today's management.

Each organization has objectives and goals, and the various methods by which these objectives are achieved (or not achieved) are often a direct result of leadership styles and attributes of the people in charge. Many, if not most of the prominent leadership theories applied to public and business organizations can be applied as well to nonprofit organizations. Along similar lines, leadership traits among CEOs, executive directors, and individual board members entrusted to lead and manage nonprofit organizations also vary greatly, and the methods and techniques they employ in guiding their organizations to achieve tangible outcomes are often related to their personal leadership styles (Anheier, 2005).

There have been many case studies and scholarly articles on leadership traits and qualities in charitable organizations, philanthropic foundations, religious organizations, or other organizations classified as non-profits, yet there is no singular successful leadership theory or practice. To date, each theory offered by leaders and researchers alike has demonstrated both positive and negative attributes. Some of these theories have more success in practice than others, and often, leaders must demonstrate flexibility in displaying their leadership skills, sometimes shifting from one practice to another depending on the situation. The premise of this chapter is to specifically focus on three of those concepts: servant leadership, transformational leadership, and transactional leadership. This chapter will survey literature that has examined the theories and practices surrounding these concepts of leadership and their relationship to the nonprofit sector.

Servant Leadership

Conceptual Origins

The concept of servant leadership is one that has attracted substantial interest among many leaders over the past few decades. Many scholars attribute the concept of servant leadership to Robert K. Greenleaf, a notable management consultant who, prior to entering that field of work, spent a significant number of years at AT&T working in management development, research, and education. Greenleaf (1977) posited that “the servant-leader is servant first…. It begins with the natural feeling that one wants to serve” (pp. 27-28, emphasis in original). In this sense, leadership begins with a commitment from the potential leader to serve others rather than pursuing his own self-interest, and this essentially is what is central to a leader's greatness (Anheier, 2005).

Spears (1998, 2004) perhaps best summarized the main tenets of servant leadership into 10 core characteristics from studying Greenleaf's original writings (although this list is not exhaustive, by any means). Spears listed them as follows: 2

Listening. Leaders are often valued for their communication skills. Servant-leaders listen intently to others and help reinforce the will of their followers by using this skill. An effective leader is also an effective ...