Jesus33tutu.com

329TheAuthor(s)2018J.
Laub,LeveragingthePowerofServantLeadership,PalgraveStudiesinWorkplaceSpiritualityandFulfillment,https://doi.
org/10.
1007/978-3-319-77143-4AAdviceprocess,the,251Appreciativeinquiry,182A-P-Smodel,161Archimedesthelawofthelever,263metaphorofthelever,4,262,323positioningthefulcrum,262–267Aristotle,322Atlas,8,46Authority,authoritarian,29,154Autocraticleadershipmindset,165,166autocratic,meaningof,153contrastedtoservantleadership,164–165definitionof,163NASAandspaceshuttledisasters,163,294positioningthefulcrum,263–265typesof,165–167addictiveleaders,166narcissisticleaders,166self-focusedleaders,165BBakke,Dennis,AES,251Benevolentleadership,172,265Brookfield,Stephen,280Burns,JamesMacGregor,2,32,38,59,114,170,308CCainandAbel,15Cain,Susan,144Campbell'sSoupLeadershipModel,149Collins,Jimhierarchy,252level5leadership,190Index330IndexConfucianism,168Confucius,178Coppola,FrancisFord,264DDalio,Ray,Bridgewater,94David,kingofIsrael,22Definition-making,47clarifyingquestions,52confusionpoints,49–52criteria,53definitionoffollower,64–66definitionofleader,59definitionofleadership,62definitionofmanagement,66definitionofservantleadership(expanded),174definitionofservantleadership(original),70scenarios,58DelphiBrakeAssemblyOperationsplantstory,312DePree,Max,260Diamond,Jared,18Divisional(diversified)organization,236Dunlap,Al,ScottPaper,190EEinstein,Albert,273EmployeeengagementinIndia,172worldwide,308andyoungerworkers,173Entrepreneurialorganization,237Eudaimonea,322FFollowerdefinitionof,64voluntaryengagement,64The48LawsofPower,31,259GGallup'sStateoftheGlobalWorkplace,xvii,193,308workerengagementinIndia,172Gandhi,M.
,4,7,39,138,256GLOBEstudies,148Grant,Adamgivers,takersandmatchers,81Greenleaf,Robert,37,73,115changingamindset,277agreatdream,60institutionasservant,91,187meetinghighestpriorityneeds,82servantfirst,80HHamer,FannyLou,97Hawthornestudies,34Heroicleader,241Hitler,Adolf,256Humbleinquiryaskmorethantell,271,293–294IInnovativeorganization,236Internationalservantleadershipresearchroundtable,Iceland,151,211331IndexJJesusofNazareth,28,29,138,234Jobsatisfaction,seeServantleadershipresearchJobs,Steve,13Jung,Carl,261LLaloux,Frederic,247Lao-tzu,27Leaderdefinitionof,58–61andego,246Leader-ManagerAssessment,69Leadershipaction,59inbandsandtribes,17–19basicassumptionsof,12change,60changeprocess,62inchiefdomsandemergingnations,19–23control,292dangerof,1,12,325definitionof,61–64everyone'sresponsibility,307inthefamilyunit,16heroic,20intheindustrialera,31–39mobilization,59isnotmanagement,39,50,67asparadox,Lao-Tzu,28perspective,279andthephilosopherking,25practiceof,10–11purposeof,7,262storyof,15–43vision,59andworkformula,6Leadershipandmanagementformulas,68Leadershipmindsetscontrastingdefinitions,175fulcrum,8–9inhistory,15,41Leadershiptheoriesadaptiveleadership,38behavioralapproach,34theGreatManapproach,18leadermemberexchange(LMX)approach,38situationalapproaches,36studyof,9theoryX,theoryY,35,288thetraitapproach,33transformationalleadership,38Leotheservant,115MMcGregor,Douglas,35,288Machiavelli,N.
,30,106,259Machine(bureaucracy)organization,235McKeanfederalcorrectioninstitution,145MagellanExecutiveResourcesresearchproject,209Management,definitionof,66–68Mandela,Nelson,3,138,143MindsetPathwaysModel,the,297332IndexMindshiftingtoservantleadershipgiverovertakermindset,287–288growthoverfixedmindset,286–287mindsetchangesteps,302–304mindsetsinaction,294–296othersoverself,281–286servantleadermindshifts,290–294sixdisciplines,295theoryYovertheoryX,288–289Misconceptionsofservantleadershipaslackingaresearchbase,151asonlyaboutserving,95asopposedtotheuseofpower,153–154asaproblematictitle,151–153assituationallylimited,142–146astoolong-termoriented,149–150astooreligious,147–148astooutopian,138–139astooweak,139–141MotherTeresa,3,39,138,256NNapoleon,61NASAleadershipfailure,163,294OOLAjobsatisfactionscale,214OLAServantLeadershipActionTest,318–319OLAservantleadershipmodel,73,78,79,189,299applied,268,297–302fromaDelphiresearchprocess,213andorganizationalhealthlevels,239researchprocess,75–76Organizationalhealthdefinitionofhealth,188Organizationalhealthlevelsaccuracyofdescriptions,201negativeparentalorganizations,195–197positiveparentalorganizations,197–199servant-mindedhealthyorganizations,199–201summaryof,202toxicandpoorhealthorganizations,193–195Organizationalimprovementworksheet,202OrganizationalLeadershipAssessment(OLA),73,116,187,211,321,322assessing3mindsets,184developmentof,211–214firstresearched-basedassessment,151measuresperceptionsofservantleadership,78psychometrics,214–215Organizationalstructuresflippingthepyramid,237–239,243hierarchy,252Laloux'sorganizationtypes,247Mintzberg's5types,235negativeparentalstructure,241–242333Indexnewwineinoldwineskins,233–234positiveparentalstructure,242–243primusinterpares,93,243servant-mindedstructure,243–247toxicandpoorhealthstructure,240–241Oysterandpearlmetaphor,45Ozymandias,42PParent-Adult-Child(PAC)model,178–182adultspeak,182–183Parentalleadership,seePaternalisticleadershipmindsetPaternalisticleadershipmindsetdefinitionof,169–171Parent-Adult-Child(PAC)Model,177–183positioningthefulcrum,265–266research,171Plato,25,178Power,268,270–273abusive,21asabilitytoact,257coercive,256definitionof,255Greenleafon,260asinfluence,257leveragedpower,273servantpower,261–262exerciseof,268weakness,270–273sources&typesof,258strongvs.
weakarmies,272threeapproaches,256–258Professionalorganization,236RRecognitionofworkers,Gallup,89Rehoboam,kingofIsrael,23RevisedServantLeadershipProfile(RSLP),122Rost,Joseph,40,47definitioncriteria,53onpower,60,256Rusesabagina,Paul,2,12SSarickEffect,the,270Saul,kingofIsrael,21Schein,Edgar,271,293Scientificmanagement,33Servantleaderdisciplinesbuildcommunity,90–95developpeople,85–90displayauthenticity,103–107provideleadership,95–99shareleadership,99–103valuepeople,80–85ServantLeaderQuestionnaire(SLQ),121Servantleadershipandaccountability,155action,97–98darksideof,154definingprocess,75definitionof(expanded),174definitionof(original),70,76anddelegation,155–156334IndexServantleadership(cont.
)isnotposition,102andlegitimatepower,268–270listening,84misuseof,157mobilization,98–99notaboutbeingnice,140paradox,322sharingpower,101sharingvision,100–101trust,82,291useofpower,154,156vision,96–97ServantLeadershipAssessmentInstrument,120ServantLeadershipBehaviourScale(SLBS),122Servantleadershipmindsetdefinitionof,174andhumility,293introduced,73–75positioningthefulcrum,266–267ServantleadershipmodelsBarbuto&WheelerModel,121commoncharacteristics,127comparisonchart,128–131Grahammodel,114–115Laub(OLA)model,116–118Liden,Wayne,Zhao&Hendersonmodel,123–124McCarren,Lewis-Smith,Belton,Yanovsky,Robinson&OsatukeModel,125–127Pattersonmodel,119–120RussellandStonemodel,118–119Sendjaya,Sarros&Santoramodel,122–123Spearsmodel,115–116summaryof,127vanDierendonck&NuijtenModel,124–125Wong&Daveymodel,121–122Servantleadershipresearchdifferentcountries,215differentorganizationtypes,215differenttopics,215andemployeecoreself-evaluation,223–224andemployeeproductivity,224andemployeesafety,221–222employeesustainability,220–221futureresearch,320–322HuselidandBeckerstudy,209andjobsatisfaction,218–219MagellanExecutiveResourcesstudy,209andschoolclimate,223andstudentachievement,220summaryof,225andteameffectiveness,219andtrust,222Zigarmi,Roberts,Houson,WittandDiehlstudy,210ServantLeadershipRoundtable,RegentUniversity,151ServantLeadershipSurvey(SLS),124Servantorganizations,247–253ServantSong,Isaiah,327Servantleaderperformance.
com,69,108,322335IndexSLPSelfassessment,108Smith,Darwin,Kimberly-Clark,190SunTzu,94TTaoTeChing,27Taylor,Frederick,33Tealorganizations,Lalouxexamplesof,249Teamofleadersapproach,101,234,246TiananmenSquare,56Tolstoy,Leo,17Transactionalanalysis(TA),178TrustGame,The,82TruthandReconciliationCommission,92Tutu,Desmond,92UUber,282–283UniversityofMichiganHospitalsandHealthSystem(UMHS),105VVHAServantLeadership360-DegreeAssessment(VHASL360),127