Title International Journal of Servant-Leadership, 2005 - Spears Center English 1019.3 KB 147
```                            p. i Table of Contents
p. 1 A Journal of Devotion | Larry Spears
p. 3 Servant-Leadership, A Way of Life | Shann Ferch
p. 11 The International Centers for Servant-Leadership
p. 13 Servant-Leadership in the present day
p. 21 Who is the Servant-Leader? | Robert K. Greenleaf
p. 155 From Paternalism to the Servant Organization | Jim Laub
p. 187 Re-Imaging Power in Leadership | Karel S. San Juan
p. 213 The Crucial Role of Coaching in Servant-Leader Development | Paul Nakai
p. 231 African American Leaders-Guardians of Public Values | Juana Bordas
p. 257 Film Review - The Mission | Michael Lieberman Carey
p. 267 Book Review - Practicing Servant-Leadership | Michael Lieberman Carey
p. 273 Advisory and Contributing Authors Board and Biographies
p. 281 A Place for Poetry | James Autry
```
##### Document Text Contents
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VOLUME 1 2005 NUMBER 1

The Servant-Leader . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Robert Greenleaf i

Journal Benefactors . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ii

Introductory Commentary
A Journal of Devotion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Larry Spears 1

Servant-Leadership, A Way of Life . . . . . . . . . . . . . . . . . . . . . Shann Ferch 3

Leaving It All Behind . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . James Autry 9

The International Centers for Servant-Leadership . . . . . . . . . . . . . . . . . . . . . 11

Servant-Leadership in the Present Day. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

Greenleaf on Servant-Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19

Who Is the Servant-Leader? . . . . . . . . . . . . . . . . . . . . . . . Robert Greenleaf 21

The Understanding and Practice of
Servant-Leadership . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Larry Spears 29

The Servant-Leader: From Hero to Host
An Interview with Margaret Wheatley . . . . . . Larry Spears, John Noble 47

Inaugural Professorial Lecture . . . . . . . . . . . . . . . . . . . . . . Stephen Prosser 77

and Social Justice . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Shann Ferch 97

Reflections on the Brazilian Context . . . . . . . . . . . . . . . . Robson Marinho 115

Art of Teaching . . . . . . . . . . . . . . . . . . . . . . . . . Joshua Powers, John Moore 123

From Paternalism to the Servant Organization:
Assessment (OLA) Model . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Jim Laub 155

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from Shakespeare’s sonnet: “They that have power to hurt and will do
none. . ..” (p. 42)

Hence, Greenleaf shows that in the servant-leader’s inner self is his or
her “functional superiority” or power. This power includes distinctive qual-
ities like intuition, empathy, acceptance, foresight, healing, creativity, and
faith. The servant-leader has a “sense for the unknowable,” and is able to
“foresee the unforeseeable.” This leader has a “feel for patterns” and is able
to “listen first.” These powers give leaders their “lead,” as they are able to
know with “discerning toughness” how to “go out ahead” and “show the
way” to others.

Integrating Inner and Outer Power Dynamics: The Challenge of

I have explored the inner and outer dynamics of power in leadership.
In the “power without” perspective, power is situated in the leader’s setting,
which is socially constructed, heterogeneous, and diverse in its forms and
manifestations. In the “power within” perspective, power is fulfilling a
desire, motivation, and need in leaders. Unmanaged and uncontrolled, it
becomes a pathology that makes for dysfunctional and destructive leader-
ship. From an ontological perspective, power can be grasped as descriptive
of the very constitution of human existence, as being itself.

Leaders are challenged to have both of these power perspectives:
“power without,” or exteriority, and “power within,” or interiority. The
sense of exteriority challenges the leader to know and comprehend the
power dynamics of his or her environment and setting. Sociological and
political tools of understanding are useful here. The sense of interiority
challenges the leader to grasp and grapple with power within the self
through psychological, philosophical, and spiritual frames of understanding.
The leader needs both exteriority and interiority. Not to have one or the
other leads to a limited view of power and reality that is bifurcated and

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disjointed. A leader is called to attend to both internal and external reali-
ties, to both self and environment.

The challenge, however, goes beyond just having both perspectives,
but also toward integrating both perspectives. The leader’s tools and
capacities are not only for awareness and analysis, but also for integration
and action. Leaders have to make sense of power as manifested in complex
structures of organization, society and culture, and integrate it with their
personal psychology and spirit, within an equally complex reality of their
interior life or self. We have glimpsed the complexity of these processes,
and what is called for is a leadership that has the capacity to make sense of
these through a process of reflection. Such reflective leadership would have
the following characteristics: a deep understanding of the self, a relational
view of power, and an inclination to work for change and transformation.

A deep self-understanding

The first challenge is a process of self-understanding among leaders.
Leadership research has emphasized the need for self-awareness and under-
standing, as well as for other related themes like self-management and self-
evaluation (Bass & Stogdill, 1990; Goleman, Boyatzis, & McKee, 2002;
ples as the very foundation of leadership (Covey, 1992; Greenleaf, 1977;
O’Toole, 1996). Others call for a process of reflexive self-reflection on the
very practice of leadership, a process which Heifetz (1994) calls “getting on
the balcony” (p. 252). This habit of self-examination deepens self-know-
ledge, and increases capacity for the regulation and management of leaders’
“hungers” and needs for “power and control, affirmation and importance, as
well as intimacy and delight” (Heifetz and Linsky, 2002, p. 164). Such
processes of deep self-understanding can integrate the dimension of power
within the psyche and spirit:

As a precondition for acting on other people, the would-be leader must
engage in self-reflection in order to heal the rifts within the psyche, tame

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A PLACE FOR POETRY______

WHAT PERSONNEL HANDBOOKS NEVER TELL YOU

—JAMES A. AUTRY, Love and Profit: The Art of Caring

They leave a lot out of the personnel handbooks.
Dying, for instance.
You can find funeral leave
but you can’t find dying.
You can’t find what to do
when a guy you’ve worked with since you both

were pups
looks you in the eye
and says something about hope and chemotherapy.
No phrases,
no triplicate forms,
no rating systems.
Seminars won’t do it
and it’s too late for a new policy on sabbaticals.

They don’t tell you about eye contact
and how easily it slips away
when a woman who lost a breast
says, “They didn’t get it at all.”
You can find essays on motivation
don’t teach what the good manager says
to keep people taking up the slack
while someone steals a little more time
at the hospital.
There’s no help from those tapes
you pop into the player

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while you drive or jog.
They’d never get the voice right.

And this poem won’t help either.
You just have to figure it out for yourself,
and don’t ever expect to do it well.

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