The success on the battlefield depends mainly on leadership. This essay compares and contrasts servant and fellowship leadership. It claims that servant leaders are inborn leaders. Servant leaders have an urge to show direction to their followers. On the other hand, followership leaders learn a lot by observing. However, while servant leaders have an urge to show the path, the success of followership leaders depends on the specific traits of a leader.
Before leaders can lead, they must learn to follow. The West Point Theory clarifies that leaders were once followers. Therefore, the idea of fellowship is central to leadership. For instance, according to the Civil Air Patrol, followership a trait that enables individuals aspiring to be leaders to reach a certain point in respect to self-discipline, authority, integrity, and positive attitude. Based on this regard, the Civil Air Patrol offers numerous opportunities for members to practice followership leadership. Fellowship leaders can fall into four categories: critical thinker, independent, uncritical thinker, and dependent. However, the ideal fellowship leaders are the ones how to think independently. These leaders can also offer rational or constructive criticism. In addition, best followers must be creative, innovative, and exemplify their best traits. On the other hand, worst followership leaders tend to depend on others for direction.
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In contrast, servant leaders tend to involve other people in the decision-making process. Therefore, servant leadership leans firmly towards caring and ethical behavior. The objective of servant leadership is to enhance the growth of followers. Servant leaders focus on the well-being of others as a way of improving the productivity and quality of organizations. In specific, servant leaders exhibit two primary constructs, which include ethical behavior and concern for followers.
The main difference between fellowship and servant leadership lies in how these two leaders undertake their mandate. Servant leaders, for instance, seem to take the lead and show direction. Firstly, a servant leader is a wants to serve from the beginning. In other words, servant leaders want to inspire and serve. However, while they take the lead, servant leaders must uphold the highest level of moral behavior. Besides ethical behavior, servant leadership also shows a genuine concern for subordinates. On the other hand, fellowship leaders must first express the need to learn. However, the success of followership leadership depends on the character traits of an individual leader. For instance, some followership leaders are passive, which means that they can make decisions without proper rationality. Some followership leaders are “sheep” because they lack the rationality to make independent decisions. However, some followership leaders are active (Corrothers, 2009). They can think critically and make independent choices. In general, servant leaders seem to be generally successful because their primary concern is to lead by showing direction. Servant leaders have an urge to provide the direction. The success of followership leaders, on the other hand, depends on the approach a leader uses. Some fellowship leaders are highly successful because of their ability to think critically.
Nevertheless, servant and fellowship leaders have some commonalities. For instance, both leaders are active listeners and empathize with followers. In particular, servant leaders excel in communication and making decisions. While these are essential skills, they also value listening to others. Equally, fellowship leaders learn by interacting and listening to their superiors. Moreover, fellowship leaders acquire a lot by empathizing. In general, these two leaders strive to understand others by recognizing the contributions and unique spirits in an organization.
In conclusion, both the servant and followership leaders have a genuine concern for people. To some extent, both of these leaders learn by listening and following their superiors. However, servant leaders are highly successful because they have a genuine concern to serve people. The success of followership leaders depends on the traits of an individual leader.
References
6-22.1. The Counseling Process . Department of the Army, Washington, DC, 1 July 2014.
B112 - Servant leadership. US Army Sergeants Major Academy. Basic Leadership Course (BLC) Leadership.
Corrothers, E. M. (2009). Say No to Yes Men: Followership in the Modern Military (No. AU/ACS/CORROTHERS/AY09). Air Command and Staff Coll Maxwell Afb Al.
