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helps to clarify that will. He or she listens receptively to what is being said and
unsaid.
2.Empathy = People need to be accepted and recognized for their special and
unique spirits. One assumes the good intentions of co-workers and colleagues
and does not reject them as people, even when one may be forced to refuse to
accept certain behaviors or performance. The most successful servant-leaders
are those who have become skilled empathetic listeners.
3.Healing = One of the great strengths of servant-leadership is the potential
for healing one's self and one's relationship to others. Many people have broken
spirits and have suffered from a variety of emotional hurts. Although this is a
part being human, servant-leaders recognize that they have an opportunity to
help make whole those with whom they come in contact.
4.Awareness = General awareness, and especially self-awareness, strengthens
the servant-leader. Awareness helps one in understanding issues involving
ethics, power and values. It lends itself to being able to view most situations
from a more integrated, holistic position.
5.Persuasion = another characteristic of servant-leaders is a reliance on
persuasion, rather than on one's positional authority, in making decisions
within an organization. The servant-leader seeks to convince others, rather
than coerce compliance.
institutions as the primary shaper of human lives. This awareness causes the
Servant-leader to seek to identify some means for building community among
those who work within a given institution. Servant-leadership suggests that
true community can be created among those who work in businesses and
other institutions.
MOTIVATIONAL THEORIES
All human beings are motivated by different goals, ambitions, and aspirations.
A motive is a need or desire that incites and directs a person's actions.
Motivation according to Mills is a force within the individual that influences
strength or direction of behavior. In setting a motivating climate, the manager
must create conditions that encourage interdependent work; competitive
environment that recognizes and rewards work well done. The good manager
inspires teamwork, considers the uniqueness of each worker. He/she provides
challenging experiences and opportunities for continuing growth and
development. A good leader utilizes positive feedback or reinforcement to the
event as much as possible to determine unmet needs that cause
dissatisfaction.
Intrinsic Motivation
comes from within the person driving him to be more productive. It is directly
related to person's aspiration and goals. Internal motivations are focused on
intrinsic needs for recognition, self-esteem, and self-actualization
Extrinsic Motivation
is enhanced by environment or external rewards. This may come in the form of
promotions, increases in salary, added benefits, or external rewards. Mostly
focused on fiscal rewards. Organization should provide a climate that
stimulates both intrinsic and extrinsic drives to meet the individual and
organizational goals.
Motivational Theories
A. Need Theory
1. Abraham Maslow's Hierarchy of Needs- shows that people are motivated to
satisfy certain needs to complex psychological needs. He contends that people
seek higher level needs only when the lower needs have been achieved.
2. The Two-Factor Way- Frederick Herzberg (1991) developed this theory.
Hygiene factors relate to the working conditions such as salary, quality of
supervision, job security, interpersonal relations policies, and supervisions.
his/her followers and the character of the work situation. The situational
leader must be flexible enough to make adaptations and changes. The leader
acts according to the call of the situation.
INTERACTIONAL THEORIES
The basic premise of interactional theory is that leadership behavior is
generally determined by the relationship between the leaders personality and
the specific situation management process, the leader must know
himself/herself, his/her followers and the character of the work situation. The
situational leader must be flexible enough to make adaptations and changes.
The leader acts according to the call of the situation.
The basic premise of interactional theory is that leadership behavior is
generally determined by the relationship between the leaders personality and
the specific situation.
Schein (1970) was the first to propose a model of humans as complex beings
whose working environment was an open system to which they responded. A
System may be defined as a set of objects, with relationships between the
objects and between their attributes. A system is considered open if it
exchanges matter, energy, or information with its environment.
CHARISMATIC THEORY
Charisma- (most agree) is an inspirational quality possessed by some people
that makes others feel better in their presence.
Charismatic leader
- inspires others by obtaining emotional commitment from followers and by
arousing strong feelings of loyalty and enthusiasm.
Jay Conger and Rabindra Kanungo
They found that charisma is more likely attributed to a leader who advocates a
vision discrepant from the status quo, emerges during a crisis, accurately
assesses the situation, communicates self-confidence, uses personal power,
makes self-sacrifices and uses unconventional strategies.
TRANSFORMATIONAL THORY
Warren Bennis and Burt Nanus (1985)
quoted: "Leaders do the right things whereas managers deal with efficacy."
"Leaders focus on effectiveness; managers deal with efficacy."
4 Strategies for Taking Charge
1 .Attention through vision - reason should be clear, attractive, and attainable
identified three (3) aspects of a situation that structure the leaders role:
a. leader-member relations, b. task structure and c. position power.