Discussion Board Forum Replies:In Modules/Weeks 2, 4, 6, and 8 you will be required to post a substantive reply of at least 250 words each to a minimum of 3 classmates’ threads. Expect to enter on-going dialogues with your classmates and be prepared to answer questions about your own selected topics. Student interaction on the Discussion Board is the key to success in this course. ·      You must use at least 1 peer-reviewed reference (not used in the original posting) in your response.·      Use 3rd person.·      Do not simply revisit what was discussed in the thread.·      Only the substantive part of the response will be counted toward the word count.Submit your replies by 11:59 p.m. (ET) on Monday of the assigned module/week.Submit your replies for Discussion Board Forum 4 by 11:59 p.m. (ET) on Friday of Module/Week 8.2 days ago Scott Buber Robert Greenleaf CollapseTop of FormForum 2 (Modules 3-4)Key Term: Robert Greenleaf (Servant Leadership)Definition“Greenleaf, was CEO of AT&T [over 30] years ago, lecturer and teacher at Harvard and MIT, and author of Servant Leadership” (Gebhart, 1995)SummaryRobert Greenleaf is best thought of as a revolutionary thinker in terms of how to lead others in both business and the community.  “The emphasis in servant leadership theory is on leaders whose primary aim is to serve their followers while developing employees to their fullest potential in different areas such as task effectiveness, community stewardship, self-motivation, and also the development of their leadership capabilities.” (Dierendonck & Patterson, 2015, p. 119)In today’s workplace, Greenleaf is often quoted and the inspiration for leading people in a way that brings about positive results.  Greenleaf’s theory was relatively unproved until years later by a few scholars.  These scholars conducted several studies to determine the true results of the relationship of servant-leaders and their direct reports in the workplace.DiscussionIn 1977, Greenleaf published a theory about how extraordinary leaders develop the desire to serve others before themselves.  This trait in and of itself is what is called Servant Leadership.  Servant-leaders do all that they can to provide the highest need of those they are leading before fulfilling their own needs.  This theory of leadership is not a short-term solution for problems in the company.  Servant leadership has been described “as including an altruistic calling, which is the motivation of leaders to put others’ needs and interests ahead of their own, and organizational stewardship, which is orienting others toward benefiting and serving the community.” (Dierendonck & Patterson, 2015, p. 119)  Greenleaf has stressed the need to genuinely show concern for other people, businesses and communities altogether.              There is a “deep connection between servant leadership and compassionate love with the outgrowths of humility, gratitude, forgiveness and altruism. Servant leadership has seen remarkable attention in the academic literature, but more interestingly, it has seen attention in the business world, mainly because it offers an approach that speaks beyond the moment and speaks to the humanity within us all. Servant leadership offers an approach that matches the times we are in where both leaders and followers should seek to do the right things, seek the humanity within us all and offer real-world solutions that are based on moral and virtuous strengths”. (Dierendonck & Patterson, 2015, p. 128)“One of the [many] challenges of servant leadership theory is that the definition of servant leadership as given by Greenleaf focuses mainly on the motivation to strive for a leadership position and on the outcomes of servant leadership, leaving a mystery of what happens in-between the impetus to serve and the outcomes of serving. Until the end of the last century, little attention was paid to the actual behavior of servant leaders.” (Dierendonck & Patterson, 2015, p. 120)  Many scholars have conducted research trials to provide insight as to the results of this leadership trend.  As outlined in Dierendock & Patterson, 2015, the research trials have proven Greenleaf’s (among others who followed) theory to be correct.This team approach to making decisions and analyzing business trends builds strength within the organization and within a community.  This model works best when like-minded leaders are set in place and begin developing others.  Once this has been set in place there will be a huge culture change within the organization.  Additionally, this model obliterates the old way of leading, which was top-down leadership.  The servant-leader philosophy is widely used today by several hundred organizations in the world as it has brought about positive long-term results.Biblical Integration             In the bible, Jesus provides the best example of servant leadership. In one of many lessons to the disciples “Jesus called them to him and said to them, “You know that those who are considered rulers of the Gentiles lord it over them, and their great ones exercise authority over them. But it shall not be so among you. But whoever would be great among you must be your servant, and whoever would be first among you must be slave of all. For even the Son of Man came not to be served but to serve, and to give his life as a ransom for many.”” (Mark 10:42-45, ESV) In our current society, so many people want to be served and get everything right away.  What a selfish way to live a life.  The good news is that 2000 years before Robert Greenleaf was born, Jesus provided the blueprint to lead a better way and it was by serving others. ReferencesGebhart, J. (1995). Recent Management Publications. Sloan Management Review, 36(3), 101.Spears, L. C., & Lawrence, M. (2002). Focus on Leadership: Servant-Leadership for the Twenty-First Century. New York: Wiley.Wallace Alexander Williams Jr, Randolph-Seng Brandon, Mario Hayek, Stephanie Pane Haden, Guclu Atinc, (2017) “Servant leadership and followership creativity: The influence of workplace spirituality and political skill”, Leadership & Organization Development Journal, Vol. 38 Issue: 2, pp.178-193, References & Articles (1.246 MB) 2 days ago Charlisa McLean Laissez-Faire Leadership CollapseTop of FormDefinition “Under the laissez-faire form of leadership, a leader makes no decisions. This type of leadership results in subordinates exhibiting negative attitudes and lower performance. A laissez-faire leader disassociates from the subordinates that he or she leads, which means that the group may not be able to obtain all resources to complete their jobs.” Satterlee, A. (2013). Organizational Management and Leadership: A Christian Perspective. Raleigh: Synergistics International Inc.SummaryIn Inju Yang’s article, the positive effects of a laissez-faire leader is discussed. Laisse-Faire leadership can be a strategic choice among the leader and can be viewed as a positive leadership style by the subordinates. Laissez-Faire leadership can be viewed as a sign of respect for personal competences in certain situations and it can be viewed as the leader being an ethical leader by refraining from the imposition of power. In the article it discusses how this leadership style can be viewed as allowing subordinates to be free from “controlled motiviation”. It allows the subordinates to have some type of control and to enhance their ability to handle challenges. It argues the fact that employees feel empowered when they believe that they have a choice as to how they go about doing their work. DiscussionMy views on a laissez-faire leader are slightly different than the article. I strongly believe that in the workplace, people all need a leader and it does depend on the job setting, what type of leader you need. Based on the definition from the required textbook for our course; it states that under this form of leadership, a leader makes no decisions. In the workplace, if you have a leader who makes no decisions, why are they considered a leader? A leader is someone who motivates you and inspires you to do better. A leader encourages you and lifts you up when your workload may be huge or even when you look like you could be having a rough day. The term laissez-faire leader to me means a leader who is basically “lax or lazy”. I have found this to be in managers who are longtime managers of the company who are close to retirement and begin to coast in their position. I am currently under the leadership of one and I experience this leadership style first hand. My manager does not partake in decision making; he allows his employees to do whatever they feel is necessary. I understand to some extent giving your employees that ability to be free and make decisions; however when a decision is made that should require a manager’s support that manager should step up to the plate and become involved. I have noticed on my team that the morale of the employees is at an all time low and the productivity of our team is low. I am a vocal person and I am always willing to step up to the plate and make decisions for the team that will benefit us. Sometimes this can be a negative thing because since their is no support from our leader, I find that I am the only one willing to share a decision or solve a problem on my own. With our leader not stepping up to make decisions and help performance, it causes the individuals on my team to be quiet and not voice their opinions or share decisions. Biblical IntergrationIn the bible, Saul was a leader who refused to grow and make decisions. Saul’s negative role as a laissez-faire leader and his refusal to yield completely to God resulted in him being troubled by an evil spirit. Saul never relied on God’s wisdom, he was self-centered. Saul put his own wisdom ahead of his people and made poor decisions. This eventually caused him to lose everything. Saul was the perfect example in the bible to use as a laissez-faire leader. Saul never valued the voice of the people and he failed to take responsibility. In 1 Samuel 15:24-25, it talks about how Saul had sinned and transgressed the Lord’s command because he feared the people and he obeyed them. Instead of leading the people as a leader should and make decisions on where they needed to go, he feared them. ReferencesYang, I. (2015). Positive effects of laissez-faire leadership: Conceptual exploration. The Journal of Management Development, 34(10), 1246-1261. Retrieved from http://ezproxy.liberty.edu/login?url=https://search-proquest-com.ezproxy.liberty.edu/docview/1724864650?accountid=120851 Samuel 15:24-25 (New International Version)Satterlee, Anita. “Chapter 4/The Functions of Leadership.” Organizational Management & Leadership. 2nd ed. Raleigh: SI-Corp, 2013. 104. Print. A Christian Perspective. Laissez-Faire Article.docx (125.485 KB) Bottom of FormBottom of Form