Matakuliah
Tahun
Versi
: MPG09344-010 / Leadership and Organisation
: 2005
: versi/revisi 0
Pertemuan 19
Servant Leadership
Leading Change in Organisation
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Learning Outcomes
After studying these chapters students should be able to:
• Understand the concept of Servant Leadership compared to other
concepts of leadership.
• Understand how the Servant Leadership theory has impacted many
leaders.
• Understand the different reasons for resisting change.
• Understand the different types of organisational change.
• Understand the psychological processes involved in making major
changes in an organisation.
• Understand the different ways that leaders can influence the culture
of an organisation.
• Understand the characteristics of an effective vision.
• Understand how to develop an appealing vision for the organisation.
• Understand the characteristics of a learning organization.
• Understand how to increase learning and innovation in
organisations.
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Outline Materi
Servant Leadership
• The emergence of the Servant Leadership Theory.
• The concept of Servant Leadership.
• How Servant Leadership differ from other concepts of leadership
• Application: Case - Continental Airlines; Gordon Bethune’s Go Forward
Plan
Leading Change in Organisation
• Change Processes
• Different types of Organisational Change
• Influencing Organisational Culture
• Developing a Vision
• Implementing a Change
• Increasing Innovation and Learning
• Summary
• Review and Discussion Questions
• Cases
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Servant Leadership
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The Founder of Servant Leadership
• Robert K. Greenleaf
www.greenleaf.org
www.servantleadership.org
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• Robert K. Greenleaf was an American
original, an essayist in the tradition of
Emerson
• in 1970, he wrote a small essay called The
Servant As Leader, which introduced the
term "servant-leadership."
• The Greenleaf Center for ServantLeadership
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• Servant-Leadership is a practical
philosophy which supports people who
choose to serve first, and then lead as a
way of expanding service to individuals
and institutions. Servant-leaders may or
may not hold formal leadership positions
• Servant-leadership encourages
collaboration, trust, foresight, listening,
and the ethical use of power and
empowerment
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• “The servant-leader is servant first… It
begins with the natural feeling that one
wants to serve, to serve first.
• The leader-first and the servant-first are
two extreme types. Between them there
are shadings and blends that are part of
the infinite variety of human nature.
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• The difference manifest itself in the care taken
by the servant-first to make sure that other
people’s highest priority needs are being served.
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? And, what is the effect on the
least privileged in society; will they benefit, or, at
least, will they not be further deprived?”
(Taken from the Servant As Leader published by Robert Greenleaf in 1970)
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Principles in Practice
• Herb Kelleher, CEO of Southwest Airlines, is
cited as a natural servant-leader who surrounds
himself with a diverse team of servant-leaders. "I
have always believed that the best leader is the
best server," says Kelleher. "And if you're a
servant, by definition, you're not controlling. We
try to value each person individually and to be
cognizant of them as human beings--not just
people who work for our company."
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• McGee-Cooper and Looper note that the
companies on Fortune magazine's list of the 100
Best Companies have about 50 percent higher
returns to shareholders than do their direct
competitors who did not make the list. "These
organizations perform better than their rivals on
employee retention, morale, worker safety, and
other measures as well," they write. "Some
examples from the inner workings of these
companies can bring a clearer insight into how
and why servant-leadership is so powerful."
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• At TDIndustries, the authors outline how
servant-leadership has enabled this often
cited company to build a shared vision
through building a curriculum of servantleadership work; building a foundation for
credibility for the process; adding other
levels of servant-leadership; soliciting
feedback and fine-tuning the process; and,
implementing a three-part experientiallearning process.
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Leading Change in Organisation
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Change Processes
• Resistance to Change
– Lack of Trust
– Belief that change is unnecessary
– Belief that the change is not feasible
– Economic threats
– Relative high cost
– Fear of personal failure
– Loss of status and power
– Threat to values and ideas
– Resentment of interference
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• Stages in the change process
– Lewins’s (1951):
• Unfreezing
• Changing
• Refreezing
• Change may be achieved by two types of
actions (Lewin’s):
– Increase the driving forces towards change
– Reduce restraining forces that create
resistance to change
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