Servant Leadership Questionnaire Analysis : Justin Gamache, M.Ed

What is the Servant Leader?

            According to Greenleaf (1977) “the servant leader is a servant first. It begins with the natural feelings that one wants to serve, to serve first. The conscious choice that would bring one to aspire to lead” (p. 27), and so as I act as a servant leader in my own trade it is my job to inspire and influence those around me and try my best to help my people think for themselves and work together as a community. I’ve have always known that servant leadership is a leadership philosophy and practices. So, if you have the destiny to dive deep or feel the need to serve you are a servant leader.

Which Behavior Received the Highest Score?

I gave the Servant Leadership Questionnaire to two people who know me best; one someone who I work with and report to everyday, and the other a close friend. Between the two, the behavior that received the highest score was from questions two, nine, sixteen, and twenty-three. This area was the creating value for the community score, and was scored at 28. According to Lenny who is the director of education said that I provide value to my students by allowing them to think and solve problems in a new way by discovering through shared thoughts. He was referring the time I had my students sit in a circle and we all took the time discussing the importance of music, how music made us feel, and why music can change the world. One topic of discussion was how music can change the world because it brings together different cultures, in a diverse way of meeting.   My friend Donald provided an example of how I create value towards my neighbors, to help them understand things, and to encourage independent thought. I love the idea of independent thought, it is important and shows how we can grow stronger as a community than if we were to just be alone keep our thoughts to ourselves. As a servant leader in this area, this feels like an important job to me to do because we evolve through our independent thoughts and helping each other. It is the human thing to do, as our hearts allow us to help each other and act with love.

Which Behavior Received the Lowest Score?

The behavior that received the lowest skill was from questions three, ten, seventeen, and twenty-four. The conceptual skills scored from both a 20, I have to honestly say, I need much work on this area because of the mid-range score. Although I do recognize these skills, I am still curious as to how I can improve in this area. I understand that conceptual skills allow a manager to visualize the entire organizations and work with idea and the relationships between abstract concepts. Both, Lenny and Donald, said I need to work on my human skills or human relation skills to provide attention to relationships with others. I cannot agree more with their statement in this area, and as a natural flow I think it would best if I were to let go to accept the fact the human concept in this area can deliver a much deeper aspiration to achieving the hope or ambition to my goals in life and work. I am curious whether or not I could improve in this area a little bit more by allowing the flow of ideas and concepts more. I know I work well with others, but I am ready to go the next step to allow my abilities to see my people as a whole by recognizing how various functions of the organizations depend on one another.

My Revelations about My Colleagues Perception of my Leadership

My revelations about my colleague’s perception about my leadership skills are that I exhibit honesty, authenticity, need work in some areas. I have always been one to exhibit honesty and authenticity, and mostly because I like to allow the sharing thoughts, feelings, and my experiences at work with my people and in my community. Not only do I share my authenticity and honesty with my people and community, I allow my people and community to share their thoughts, feelings and experiences with me. I will fully explain that I am very unique in my ways of the main component of the leadership process, I use a provocative approach to influence my people, and I understand the servant leadership has its limitations. In the area of what needs work is my conceptual skills, and my goal to improving this area is to build a human network that can bring together my people and converse through our ideas, feelings, and experiences.

How can I Enhance My Leadership Practices based on the results?

I can enhance my leadership practice based on these results by 1. Becoming more open with my conceptual skills, allowing to evolve my human skills with my people, and to allow for the free exchange of thoughts, feelings, and experiences to better learning and understand of how we can improve ourselves. 2. Since creating value for the community is my strongest point, I can emphasize on how the importance of human skills to give back to my people by allowing them the time to exchange their thoughts, feelings, and experiences. I would get my people involved in the community by this strategy by opening a volunteering opportunity that would each person I lead to be open to the free of human exchange. This human exchange would create a “philosophical framework of caring for others, and allows for others a chance to engage in being a servant leader themselves” (Northouse, 2016, p. 241).

Conclusion

According to the area I scored lowest on it is determined that I need to work on my conceptual skills, and will need to continue working on this area. A servant leader begins with a natural feeling that one wants to serve, a conscious choice that would bring one to aspire of being a leader. As a growing servant leader, it would be my duty to enhance my practices by becoming more open with my conceptual skills by allowing the free exchanges of ideas, feelings, and experiences so that valley can be created amongst my people and my community.

 

References

Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power and greatness. New York: Paulist Press.

Northouse, P. G. (2016). Leadership: Theory and practice (7th ed.). Thousand Oaks, CA: Sage Publications.

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

References

Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power and greatness. New York: Paulist Press.

Northouse, P. G. (2016). Leadership: Theory and practice (7th ed.). Thousand Oaks, CA: Sage Publications.

 

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