International Journal of Servant-Leadership
Abstract
Where do servant-leadership and corporate strategy meet? What does servant-leadership look like in corporations when it manifests in strategy rather than through personal leadership? How do we know when all or many of the elements within the philosophy of servant-leadership express themselves in and through an institution? Corporations tend to categorize servant-leadership embodied as a way to lead rather than a corporate strategy to exist and grow with customers. For us to move beyond the accepted territories of leadership style to the way a corporation wins markets and develops customer relationships, we must consider the ways in which servant-leadership serves strategy. Furthermore, the current literature has expressed three categories for servant-leadership (Rennaker, 2006, p. 427), namely: (1) non-model discussion, (2) leader-organization models, and (3) leader-follower models.
Recommended Citation
Nair, Mohan
(2007)
"Servant-Leadership in Corporate Strategy,"
International Journal of Servant-Leadership: Vol. 3, Article 23.
DOI: 10.33972/ijsl.275
Available at:
https://repository.gonzaga.edu/ijsl/vol3/iss1/23
Copyright Information
Copyright 2007 The author(s). All Rights reserved
