Servant Leadership

Introduction

Burns (1978 ) defined Transformational Leadership as . recognizes and exploits an existing need or demand of a potential follower (and looks for potential motives in followers , seeks to satisfy higher needs and engages the full person of the follower (Burns , 1978 : 4 . Burns categorized transformational leadership into four divisions Intellectual , Reform , Revolutionary and Heroic

In the first category , intellectual leaders carry a vision , raises social consciousness in to transform society "The concept of intellectual leadership brings in the role of conscious purpose drawn from values (p . 142

In the

second category of reform leadership wherein Burns used Charles Grey (1764 ) as an example of reform leadership who worked for poor with strict ideals and purpose . As a result , reform Bills were promulgated by the Government

Burns described revolutionary leader as revolutionary leadership demands commitment , persistence , courage , perhaps selflessness and even self-abnegation (the ultimate sacrifice for solipsistic leadership (p 169 . Example Lenin , was a revolutionary leader who carried specific vision and mission to achieve

For Burns , Moses was a charismatic leader who was looked upon as leader judge and called as faithful shepherd ' and shepherd of faith ' and the bringer of Manna from Heaven , by Israelites

Burns considered that in transformational leadership , there is a bond of morality and motivation which keeps leaders and followers together in achieving higher levels of performance . In other words transformational leaders , help followers to achieve and move forward with values and ideals , without giving way to selfish concerns

Edgar Schein (1985 ) states that transformation must include corporate culture with leadership characteristics which are as follows

Focused attention for analyzing behaviors and actions . Communicating effectively about priorities , interests and identifying major areas of interests

Activity must be goal directed with consistent system monitoring and well organized

Positive behavior in all aspects

Emphasis on staff working , hiring process and methods

Female managers are more likely than male managers to report that they take an interest in the personal needs of their staff , encourage self-development , use participative decision making , give feedback and publicly recognize team achievements . In summary , female managers report they use more interpersonal-oriented leadership behaviors compared to male managers (Carless , 1998

Conclusion

It is important for members of team to understand each other in working environment , especially in medical practice as there are times of emergency requirement wherein support or assistance is required by one and all . In such instance , know-it-all policy should not be considered whereas collective working with the guidance and leadership must be taken advantageously for the smooth functioning of hospital or nursing home

References

Bass ' Transformational Leadership Theory

Accessed 5 October , 2007

HYPERLINK "http /www .changingminds .org /disciplines /leadership /theories /bass_trans formational .htm http /www .changingminds .org /disciplines /leadership /theories /bass_transf ormational .htm

Burns ' Transformational Leadership Theory

Accessed 5 October , 2007

HYPERLINK "http /changingminds .org /disciplines /leadership /theories /burns_transfor mational .htm http /changingminds .org /disciplines /leadership /theories /burns_transform ational .htm

David M . Boje (2000 ) Transformational Leadership

Accessed 5 October , 2007

HYPERLINK "http /business .nmsu .edu dboje /teaching /338 /transformational_leadershi br

.htm...