International Journal of Servant-Leadership
Abstract
While the concept of servant-leadership dates back to biblical times more than two thousand years ago (Sendjaya and Sarros 2002, 57), it is only since the 1970s that the ideas of servant-leadership came into modern leadership scholarship through Robert Greenleaf's writings (ibid.). Several authors, including Gergen and Zelleke (2008), Heineman (2006), Russell and Stone (2002), and Tierney (2006) have commented on a societal leadership deficit. Wong and Davey noted that in some cases this manifests itself as a lack of interested or available leaders for a given organizational or community leadership position (Wong and Davey 2007, 1 ). The lack of qualified leaders results in unmet needs or the appointment of less than qualified persons to fulfill the role. Even in situations where leaders are qualified, the appointment of leaders who conduct themselves using nonrelational or authoritarian methods and who are primarily motivated by selfishness or power often denigrates followers and disengages the organization from the community (ibid., 11 ).
Recommended Citation
Horton, Russell
(2013)
"Enhancing Servant-Leadership’s Practice through Utilization of Authentic Dialogue,"
International Journal of Servant-Leadership: Vol. 8, Article 22.
DOI: 10.33972/ijsl.147
Available at:
https://repository.gonzaga.edu/ijsl/vol8/iss1/22
Copyright Information
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