Focus on Leadership: Servant-Leadership for the Twenty-First Century

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Larry C. Spears, Michele Lawrence
John Wiley & Sons, 12 mar. 2002 - 416 páginas
This collection of inspiring essays focuses on the practice of servant-leadership in organizational and business settings. Focus on Leadership addresses how servant-leadership is now increasingly recognized as being on the forefront of emerging leadership thinking. This book features a Foreword by Ken Blanchard as well as writing from:

Hamilton Beazley * Julie Beggs * Warren Bennis * Ken Blanchard * John C. Bogle * Rubye Howard Braye * John Burkhardt * John Carver * Stephen R. Covey * Max DePree * K. Brian Dorval * Kent A. Farnsworth * Tamyra L. Freeman * Robert K. Greenleaf * Dee Hock * Scott G. Isaksen * Joseph Jaworski * Michael Jones * Ann McGee-Cooper * Russ S. Moxley * Nancy Larner Ruschman * John P. Schuster * James D. Showkeir * Ruth Mercedes Smith * Larry C. Spears * Duane Trammell * David S. Young * Scott W. Webster * Margaret Wheatley * Judy Wicks * Lea E. Williams * Danah Zohar
 

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Índice

Part Two ServantLeadership in the Workplace
99
Part Three ServantLeadership in the Community
187
Part Four ServantLeadership for the World
285
Afterword A Remembrance of Robert K Greenleaf
363
Acknowledgments
367
About the Editors and the Greenleaf Center for ServantLeadership
369
Permissions and Copyrights
373
Recommended Reading
377
Index
381
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Página 24 - The best test, and difficult to administer, is: do those served grow as persons, do they while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?
Página 4 - The servant-leader is servant first. ... It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead.
Página 19 - Leo who accompanies the party as the servant who does their menial chores, but who also sustains them with his spirit and his song. He is a person of extraordinary presence. All goes well until Leo disappears. Then the group falls into disarray and the journey is abandoned. They cannot make it without the servant Leo. The narrator, one of the party, after some years of wandering finds Leo and is taken into the Order that had sponsored the journey. There he discovers that Leo, whom he had known first...
Página 23 - Great ideas, it has been said, come into the world as gently as doves. Perhaps, then, if we listen attentively, we shall hear, amid the uproar of empires and nations, a faint flutter of wings, the gentle stirring of life and hope.
Página xi - You know that the rulers of the Gentiles lord it over them, and their high officials exercise authority over them. Not so with you. Instead, whoever wants to become great among you must be your servant, and whoever wants to be first must be your slave — just as the Son of Man did not come to be served, but to serve, and to give his life as a ransom for many.
Página 20 - But to me, this story clearly says that the great leader is seen as servant first, and that simple fact is the key to his greatness. Leo was actually the leader all of the time, but he was servant first because that was what he was, deep down inside. Leadership was bestowed upon a man who was by nature a servant. It was something given, or assumed, that could be taken away. His servant nature was the real man, not bestowed, not assumed, and not to be taken away. He was servant first.
Página 7 - ... balance between conceptual thinking and a day-to-day focused approach. 7. Foresight. Closely related to conceptualization, the ability to foresee the likely outcome of a situation is hard to define but easy to identify. One knows it when one sees it. Foresight is a characteristic that enables the servant-leader to understand the lessons from the past, the realities of the present, and the likely consequence of a decision for the future. It is also deeply rooted within the intuitive mind.
Página 6 - Awareness is not a giver of solace — it is just the opposite. It is a disturber and an awakener. Able leaders are usually sharply awake and reasonably disturbed. They are not seekers after solace. They have their own inner serenity." 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. This particular...

Sobre el autor (2002)

LARRY C. SPEARS is the Chief Executive Officer of The Robert K. Greenleaf Center, which was founded in 1969 and originally called the Center for Applied Ethics. The Center's mission is to carry the message of servant-leadership originated by Greenleaf, who was the Director of Management Research at AT&T, where he worked for thirty-eight years. Mr. Spears is also the editor of Insights on Leadership and Reflections on Leadership (both from Wiley).

MICHELE LAWRENCE has been with the Greenleaf Center since 1993, working in many programmatic capacities, including directing their annual international conference and editing their quarterly newsletter.

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