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International Journal of Servant-Leadership

Abstract

In the early 1980s one of my clients, Harry Bubb [past Chairman and CEO of Pacific Financial Companies], gave me a copy of Robert Greenleaf's book, Servant-Leadership. Harry and I would subsequently have long conversations about his view of corporate responsibility and leadership development; Greenleaf's words had struck a resonant chord with both of us. Harry felt that leadership was a fundamental state of mind-as important as any attitude, trait, displayed behavior or result achieved. Back then, I must admit, I did not fully understand his thinking, although I was mesmerized by his enthusiasm and his many ideas. In addition to exploring and learning about leadership and its many dimensions, he felt that effective leadership development had to include facilitating and providing the development candidates with an experience of the leadership state of mind. Unfortunately, unlike the certainty associated with being able to identify and analyze the various tangible dimensions and examples of leadership, the experience of this state could not be mandated or easily choreographed.

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