Servant leadership is leadership the right way —a better way of being a manager and part of organizational life. Servant leadership will produce fulfilling emotional, psychological, and spiritual rewards for everyone involved. It will enhance productivity, encourage creativity, and benefit the bottom line.
In The Servant Leader, top-selling author, former Fortune 500 executive, and business consultant James A. Autry shows you how to remain true to the servant leadership model when handling day-to-day and long-term management situations. You'll learn how to manage with respect and honesty and how to empower employees to achieve new levels of satisfaction. Plus, you'll learn why servant leadership can be the guiding light to becoming the kind of leader and person you want to be. You'll discover how to:
·Maintain your spriritual focus while dealing with such challenging issues as firing, harassment, substance abuse, and performance problems
·Provide guidance during conflict and crisis
·Assure your continued growth and progress as a leader
·Train managers in the principles of servant leadership
·Transform a company with morale problems into a great place to work
Real leadership begins on the inside with your own commmitment to inspire the best in others. But it's one thing to make the commitment; it's quite another to develop the skills to make that happen. If you are an executive, a manager, or someone who aspires to be in a leadership role, you will find the servant leadership philosophy to be a valuable, refreshing, and rewarding approach to leading others and to business life.
"This is an awesome book. James Autry's gift is that he brings lofty ideals down to earth with general illustrations that make them easy to understand and apply. I highly recommend it!"
—Jack Canfield, coauthor, Chicken Soup for the Soul at Work
" The Servant Leader illuminates a clear path to personal, spiritual, and material actualization, which, in return, creates an infinite circle of prosperity."
—Tom Gould, retired chairman and CEO, Younkers, Inc.
"Quite simply, this is an extraordinary book. It is a classic already and the first truly great leadership book of the new century."
—John Noble, director, Greenleaf Center, UK
" The Servant Leader is really the best field guide I've seen for helping managers transform themselves into true leaders."
—Doug Greene, CEO, New Hope Group
"Servant leadership is key to surviving and thriving in the twenty-first century. Let both Jim Autry and his book, The servant Leader, be your guide."
—Ken Blanchard, coauthor, The One Minute Manager
From the Hardcover edition.
See more like this in our Religion eBooks section
Share your thoughts on the The Servant Leader Religion eBook with others!
|Title of Religion eBook: The Servant Leader|
|Release Date: 12-18-2007|
|Allowed Countries (hover)|
|Publisher: Crown Publishing Group|
This eBook download is available in the following formats:
|Parent title||The Servant Leader|
|Devices||Samsung Tablet, Apple Ipad & Iphone, Barnes & Noble Nook, Kobo eReader, Aluratek Libre, Iliad, Nokia, Blackberry, Hanlin|
|Note||ePub, short for electronic publication is one of our favorites and should be yours for a couple of reasons. ePub offers reflowable text giving you flexibility to manipulate how the content is presented. Moreover, lots of cool features are now being developed for the reader like advanced video and audio. ePub is now an industry standard, so all of the "non-propreitary" hardware manufacturers are now supporting it.|
The Servant Leader
Chapter One:Characteristics of the Leader as Servant
In the caine mutiny, the vivid and complex World War II novel, Herman Wouk describes a destroyer as "a master plan designed by geniuses for execution by idiots." Wouk's description is a mite cynical and perhaps overstated, but until very recently-fifteen or twenty years or so-our organizational systems were just that. They were designed to display in graphic form-organization charts, flowcharts, timetables, and immutable plans—how we were to operate our organizations and manage our people. Just follow those master plans and rules and—presto—our organizations would run. Geniuses dreamed up these systems with the assumption that any average person would be able to plug in and do a reasonably good job without risking a collapse of the organization.
And it made our jobs easier. But something happened. One, we discovered that it wasn't really working. Two, if it had ever worked, then our organizations outgrew it and, to top it off, the world of work changed so radically that the old rules could no longer apply.
In the midst of these changes came a flurry of responses—everything from Total Quality Management (TQM) to Reengineering to the Learning Organization. Changes did take place, yet in the workplace there still seems to be overwork, frustration, discontent, and, in many places, a general malaise bordering on serious morale problems.
Yet unemployment is low, and people are generally better off economically than they were before. So what's missing? I submit that what has been missing is a deeper connection with our work, a connection that transcends position and power and mo