How my Personal Values and Personal Model of Servant Leadership could Influence Individual and Group Behavior
First, I value honesty and integrity. I am always sincere, and straightforward in all my undertakings, even when I encounter dilemmas. I always strive to uphold these essential qualities because they enhance my faith, confidence, and willpower to continue doing what is morally right even when no one is watching. Honesty and integrity are about being real with myself and others concerning who I am and what I want to continue living an authentic life. Notably, honesty and integrity are a foundation for creating and enhancing trust with individuals and groups ( Lucas, 2019). These values could enable me to promote openness and challenge people to remain consistent in how they present facts. The values could sharpen other people’s perceptions and allow them to observe everything around them with clarity. Additionally, honesty and integrity could also enable individuals and groups to move faster in their daily undertakings because it allows individuals to live how they feel ( Lucas, 2019) . These values could enable them to cut through dilemmas, distractions, frustrations, and indecisions faster, and take lumps willingly when they make mistakes.
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Second, I value helping others. I am always willing to help others when in need without hope of receiving favors or compensations for my good deeds. Whether it is picking things up for my colleague who has dropped something, helping an individual complete discharge their duties, or helping a freshman at the campus find the main office, helping others engenders a sense of fulfillment and long-term happiness. Essentially, I could utilize this value in my workplace to develop a strong, united, motivated, and focused team ( Tiayon, 2019) . This would encourage all members of my team to help each other attain individual, team, and organizational goals. As a result, this value could help in creating a highly motivated and united team that endeavors to meet and exceed the set goals together.
How my Personal Values and Personal Model of Servant Leadership could Positively Influence Organizations and Society
Passion is an essential value. I value passion because it enhances my capabilities to continue learning and focus on mastery of what I love doing. Following my passion draws me nearer to living a fulfilling life. It gives me a powerful edge that allows me to remain committed to my goals. Passion for my job allows me to dedicate more energy and time to work and meet exceed expectations. I am always willing to help and explain things to my colleagues and peers whenever they need assistance to help them understand and discharge their duties well. Similarly, I could utilize this value to challenge other employees to develop a love for their jobs, continue learning and enhance their skills, and dedicate more time to their duties, thus, enhancing organization success ( Gold, 2019). I could encourage my team to continue moving forward, improving, and innovating, and help them set measurable and attainable goals and strive to achieve them individually and collectively. Passionate employees do not only develop their skills continually but also inspire and help their colleagues become the best version of themselves ( Gold, 2019) . Moreover, passionate employees bring pleasantness and positivity within the entire organization. Passion enables individuals to find happiness and joy in their jobs, enhance their capabilities to concentrate on their tasks, and help them to minimize work-related stress, hence, leading to greater achievements ( Stoia, 2018). Also, this could allow individuals and teams to contribute substantially to the organization’s product development and overall performance.
Equally important, I value participating in charity and helping the needy in society. Many people struggle to get food, shelter, education, clothing, and healthcare, among other essential needs ( O'Neil, 2009) . They also have insufficient nutrition, low social lives, and a higher risk of illnesses. Although I cannot make such people wealthy, I utilize my value and personal model of servant leadership to aid them to attain the essentials of life and lead better lives. Additionally, besides helping the needy by mobilizing resources through seeking donations and tossing out finances, I could direct my efforts and energies to raise them, help them regain their self-esteem and self-confidence to work for themselves, and build long-lasting relationships ( O'Neil, 2009). Giving the needy moral support, and showing them respect and humility could help in assuring them that someone cares about them as they strive to improve their condition. Also, providing financial support could help the needy to access basic needs.
Servant Leadership Principles
Servant leadership principles interact with vital management practices significantly. First, listening is an essential management practice and servant leadership principle ( Van Dierendonck, 2011). A servant-leader strives to identify and clarify the individual or group’s will. Empathy is another essential management practice that interacts well with servant leadership. Servant-leaders can understand and empathize with their teams and others. It is an emotional intelligence competency. Empathy helps servant-leaders feel and understand how people's situations, actions, and emotions, so that they can respond appropriately and effectively ( Van Dierendonck, 2011) . Further, awareness is an essential servant leadership principle. Servant-leaders must be aware of the people, feelings, weaknesses, strengths, and situations of those around them. This principle enables servant-leaders to intervene in challenges facing individuals and teams effectively because they understand people around them better. Additionally, stewardship is a crucial servant leadership and management principle ( Van Dierendonck, 2011) . This principle entails the ethic that embodies responsible planning and management of resources. Servant leaders and managers are also committed to the growth of people. This involves both personal and spiritual growth ( Aziz et al., 2018) . Typically, servant leadership influences individual, group, and organizational behavior remarkably. In servant leadership, the leader's primary goal is to serve. The leader focuses on team members' wellbeing because they believe that when employees feel professionally and personally fulfilled, they are more productive and better inclined to attain set goals ( Van Dierendonck, 2011). Such leaders tend to achieve higher levels of respect from their employees and teams due to their focus on employee satisfaction. Additionally, they arouse team members' morale and help them re-engage with their duties, thus, boosting organizational performance.
References
Aziz, K., Awais, M., Hasnain, S. S. U., Khalid, U., & Shahzadi, I. (2018). Do good and have good: does servant leadership influence organizational citizenship behavior?. International Journal of Science and Technology , 7 (4), 7-16. https://www.researchgate.net/publication/324687453_Do_Good_And_Have_Good_Does_Servant_Leadership_Influence_Organizational_Citizenship_Behavior
Gold, E. (2019). The importance of passion as a business leader . Forbes, https://www.forbes.com/sites/theyec/2019/07/08/the-importance-of-passion-as-a-business-leader/#1b0a2a7621d1
Lucas, S. (2019). What do employees want most from their managers ? The Balance. https://www.thebalancecareers.com/what-employees-most-want-from-their-bosses-4117080#:~:text=An%20Honest%20Manager%20Provides%20Clear%20Expectations&text=They%20know%20what%20their%20team,or%20should%20not%20be%20doing .
O'Neil, R. (2009). Guide to benevolence giving for church and family: helping the needy-God's way . Holy Fire Publishing.
Stoia, E. (2018). Employee work passion: A theoretical review . Universitat Jaume, 1-72, http://repositori.uji.es/xmlui/bitstream/handle/10234/177113/TFM_2018_Stoia_Eunice.pdf?sequence=1&isAllowed=y#:~:text=Achieving%20organizational%20success%20is%20possible,in%20the%20success%20of%20organization .
Tiayon, S.B. (2019). When you should help your coworkers—and when to think twice . Greater Good Magazine. https://greatergood.berkeley.edu/article/item/when_you_should_help_your_coworkers_and_when_to_think_twice#:~:text=They%20rated%20how%20much%20they,asked%E2%80%94they%20received%20more%20gratitude .
Van Dierendonck, D. (2011). Servant leadership: A review and synthesis. Journal of Management , 37 (4), 1228-1261. https://doi.org/10.1177/0149206310380462
