Greenleaf (2002) – on Leadership, Funding and Public Good « phd monkey

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14Mar/11

Greenleaf (2002) – on Leadership, Funding and Public Good

Greenleaf, R. K., Spears, L. C., & Stephen, R. (2002). Servant leadership: A journey into the nature of legitimate power and greatness 25th anniversary edition. Indianapolis, IN: The Robert K. Greenleaf Center.

Management
A team builder is a strong person who provides the substance that holds the team together in common purpose toward the right objectives (Greenleaf, Spears, & Stephen 2002). Leadership can serve the public good by having a commitment to service. Asking the right questions helps achieve balance within management.

O’s and C’s
The prime force for achievement through service in any large institution is a senior administrative group with optimal balance between operators and conceptualizers (Greenleaf et al., 2002). Both the operator and the conceptualizer are outcome oriented. According to Greenleaf et al. (2002), the operator is concerned primarily with “getting it done.” The conceptualizer is primarily concerned with what “ought to be done” when, how, at what cost, in what priority, and how well.

Trust
Good leadership begins with trust. Trust will always be vital for the leader whose job requires financial management. No matter what the competence or the intentions, if trust is lacking, nothing happens (Greenleaf et al., 2002). Good leaders sidestep frustration by getting people to work together in order keep the goal of public service in focus.

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