Xem mẫu
- INTERNATIONAL JOURNAL OF MANAGEMENT (IJM) ISSN 0976-6502 (Print) ISSN 0976-6510 (Online) A STUDY IJM Volume 7, Issue 2, February (2016), pp. 407-414 http://www.iaeme.com/ijm/index.asp ©IAEME Journal Impact Factor (2016): 8.1920 (Calculated by GISI) www.jifactor.com CREATIVE SERVANT LEADERSHIP: A NEW WAY OF BEING AND LEADING OTHERS Dr. A. Savarimuthu Research Supervisor, Joseph Institute of Management, St. Joseph’s College (Autonomous), Tiruchirappalli – 2 Michael John Research Scholar, Department of Management Studies, St. Joseph’s College (Autonomous), Tiruchirappalli – 2 ABSTRACT The world is crying out for moral, ethical, creative and effective leadership that serves others, invests in their development and fulfills a shared vision. Amongst the many leadership styles the one that best represents the ideals embodied in the human factor (HF) is servant- leadership. Leadership is the process of influencing the activities of an individual and group towards the achievement of a goal. In any given situation creativity and servant leadership have various characteristics in common. Both have attracted attention across world a wide range of professional, educational, and socio-political fields. Creative servant leadership thinking skills and behaviours support a person as a leader. By understanding how to realise your own creative potential, you can learn how to recognize the creative potential of those you lead. This appears to be a core challenge for every leader. This paper focuses on the creative servant leadership approach and its relevance that emphasis the relationship among the employees at all levels in an organization. Key words: Leadership, Creative Leadership, servant leadership focus, Human Factor Cite this Article: Dr. A. Savarimuthu and Michael John. Creative Servant Leadership: A New Way of Being and Leading Others. International Journal of Management, 7(2), 2016, pp. 407- 414. http://www.iaeme.com/IJM/index.asp 1. INTRODUCTION Broadly speaking, leadership deals with the interpersonal relationships, behavior dynamics and change aspects of the manager’s job. According to current thinking leadership deals with change, inspiration, motivation and influence. Leadership is about articulating vision, embodying values, and creating the environment with which things can be accomplished. The words servant and leader are a paradox when used together. We typically think of these words as opposites. How can you serve, yet lead? If so, can it be an effective method to lead others or an organization. Creative servant leadership is broad in scope. Strategic decisions impact areas outside ones own functional area, business unit or even the organization. Few unique features of creative Leadership are Personalise, Identify potential, energise and use story. 407 Dr. A. Savarimuthu and Michael John, “Creative Servant Leadership: A New Way of Being and Leading Others” – (ICAM 2016)
- International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online), Volume 7, Issue 2, February (2016), pp. 407-414 © IAEME Publication 2. DEFINITION OF SERVANT LEADERSHIP According to Stone, Russell, & Patterson (2003) servant leadership is about focus. The focus of the leader is on followers and his/her behaviors and attitudes are congruent with this follower focus. This is in deep contrast to the idea that servant leadership is merely a subset of transformational leadership where the focus of the leader is on the organization, or organizational objectives. Servant leadership stands alone in regard to this follower focus. 3. CREATIVE SERVANT LEADERSHIP 3.1. Personalise They use a variety of techniques to tap into and realise the creative potential of those they lead to help add value to their organisation. 3.2. Identify Potential They have the imagination to spot what people could achieve and realize- they identify as well as realize where someone could be as opposed to where they are now. 3.3. Energise They generate and inspire atmospheres that are tangible. There is a sense of the possible, there is real shift in mood and energy when we are working on the art of what could be. It is a fusion of the intellectual, emotional and physical. 3.4. Use Story They humanise and contextualise everything. They know that people process the world through stories. The Human lives are stories. The people need to find stories that effect emotional engagement with all of those we lead. Creative leaders create a vision, articulate it through a range of stories and know how this is somewhere their followers will want to go to. Their stories offer a call to arms and inspire action rather than an audience marvelling at their rhetoric. 4. REVIEW OF LITERATURE David Horth (2015), researcher has published white paper from centre for creative leadership on innovation leadership. This paper discussed Business thinking is based on deep research, formulas, and logical facts. Deductive and inductive reasoning are favored tools, as we look for proof or precedent to inform decisions. Business thinkers are often quick to make decisions, looking for the right answer among the wrong answers. Business thinking is about research moving ambiguity and driving results. Gerald J.Puccio (2014), researcher has in published article from international centre for studies in creativity, New York on Creativity in leadership: Internalizing skills that drive change. This paper deals internalize creativity principles and Creative Problem Solving strategies so that they can become more effective and powerful leaders. EMMANUEL AGBOR (2008), researcher has published article titled on Creativity and Innovation: the Leadership Dynamics. This paper explores the important role of leadership in the innovation process of organizations. It argues that while culture, strategy, technology, and other management tools are important in generating effectiveness in the 21st century, creativity and innovation are what drive organizational success in many sectors. However, for creativity to take place, leaders must actively implement strategies that encourage it. 5. RESEARCH DESIGN 5.1. Formulation of Research Problem Selection or identifying the problem is the first step of research. The term “Problem” means an issue to be examined. Here, the research topic is “A study on the creative servant leadership among employees”. The problems stated are to identify the relationship between leadership and the impact on promotion, salary, increment, working condition, common task. This research not only helps to identify the problem, but also it helps to indicate the favorable side that is an existing in the organization. 408 Dr. A. Savarimuthu and Michael John, “Creative Servant Leadership: A New Way of Being and Leading Others” – (ICAM 2016)
- International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online), Volume 7, Issue 2, February (2016), pp. 407-414 © IAEME Publication 5.2. Pilot Study Researcher made a pilot study before starting the research. The matters pertaining to morale and motivations of the employee were discussed with the personnel officer of HEB, and from his views the researcher found that it was possible for conducting the research in the organization based on leadership qualities. 5.3. Research Design Research design is a plan to carry out the study in an orderly and systematic manner. Research design differs depending upon the purpose of the research. Research design is a plan to carry out the study in an orderly and systematic manner. Research design differs depending upon the purpose of the research. Descriptive design has been chosen by the researcher. In this study the researcher adapted descriptive design as more appropriate than any other type of design. Descriptive study accurately portrays the characteristics of a group hence the researcher has adopted descriptive design for his study. 6. OBJECTIVES OF THE STUDY 6.1. Main Objective The main aim of the present study is to understand the creative leadership of the employees in the organization. Descriptive design has been chosen by the researcher. 6.2. Sub Objectives To identify the style of leadership among respondents in the organization. To study the level of satisfaction of the respondents with the current leadership style in the organization. To study the interpersonal relationship between the supervisor and the subordinates. 7. RESEARCH HYPOTHESIS 1. There is significant relationship between age of the respondents and their overall leadership qualities. 2. There is significant association between gender of the respondents and their overall leadership qualities. 3. There is significant association between nature of job of the respondent and their overall leadership qualities. 4. There is association between experience of the respondents and their overall leadership qualities. 8. TYPE OF RESEARCH DATA 8.1. Primary Data Primary data is known as the data collected for the first time through filed survey. Such data are collected with specific set of objectives to assessment the current status of any variable studied. Primary data always reveal the cross section picture of anything studied. 8.2. Secondary Data Secondary data refers to the information or facts already collected. Such data are collected with the objectives of understanding the past status of any variable or the data collected and reported by some source is accessed and used for framing objective of the study. In this study researchers have used more international published data, analyze them, to explain the relationship between variables, which may not have been studied or the relationship might be explained in answer. 8.3. Population of Study The population of this study refers the workers of High Energy Batteries Ltd, Mathur. There are 250 workers in the concern. The researcher has taken 50 samples from the industry for this research study. 409 Dr. A. Savarimuthu and Michael John, “Creative Servant Leadership: A New Way of Being and Leading Others” – (ICAM 2016)
- International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online), Volume 7, Issue 2, February (2016), pp. 407-414 © IAEME Publication 8.4. Sampling The selected respondents and representative of the whole population is called sample. The researcher has selected 50 respondents using the simple random sampling techniques. 8.5. Tools of Data Collection The researcher has chosen the questionnaire method as the tools to collect the data from among the various tools in social research. The type of questionnaire selected for this study is a structured one and the respondents were requested to respond to the items in the questionnaire, which is more convenient and less time consuming. 8.6. Pre- Testing Initially, the questionnaire had a five- point scale and also a few repetitions of the questions, which did not prove to satisfy the respondents marking it and so the necessary changes were made. This pre- testing helped the researcher to frame the questionnaire more clear and simple. 8.7. Statistical Methods Used for Testing In order to test the hypothesis, the researcher had utilized the statistical tools namely chi- square test and percentage, to find out the association of variables, which were used to frame the hypothesis, chi- square and percentage were applied. 8.8. Limitation of Study The researcher faced the following limitations in the research study Due to time constraint, the sample size was limited to 50. The research is based on primary data collected through the questionnaire, where the respondent attended in biased manner. The leadership is a vast topic and so the researcher has to limit only to the major leadership to get the best results. The reliability of the study is purely based on the consistency of the respondents. 9. RESEARCH ANALYSIS Table 1.0 Complex task distribution of the respondents S. No Particulars No. of respondents Percentage 1 Dissatisfied 8 16 2 Satisfied 42 84 Total 50 100 As shown in the above table 1.0 vast majorities (84 percent) of the respondents were satisfied with their leaders for the intricacies and details of a complex task and remaining 16 percent of the respondents were dissatisfied. Table 1.1 Nature of Job and servant Leadership Qualities Overall Leadership Qualities S. No Nature of job Low Medium High Statistical Inference (n=16) (n=10) (n=24) 1 Regular 16 (100%) 10 (100%) 22 (91.7%) X2 =2.257 Df = 2 2 Contract Employee 0 0 2 (8.3%) P > 0.05 Not Significant The table 1.1 indicates that there is no significant association between nature of job of the respondents and their overall servant leadership qualities. 410 Dr. A. Savarimuthu and Michael John, “Creative Servant Leadership: A New Way of Being and Leading Others” – (ICAM 2016)
- International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online), Volume 7, Issue 2, February (2016), pp. 407-414 © IAEME Publication 9.1. Research Hypothesis There is a significant association between nature of job of the respondents and their overall servant leadership qualities. 9.2. Null Hypothesis There is no significant association between nature of job of the respondents and their overall servant leadership qualities. 9.3. Statistical Test Chi-square test was used in the above hypothesis 9.4. Findings The calculated value is greater than the table value. So the research hypothesis is rejected and the null hypothesis is accepted. Table 1.2 Experience and servant leadership qualities Overall leadership qualities S. No Experience Low Medium High Statistical inference (n=16) (n=10) (n=24) 1 3yrs 2 (12.5%) 0 0 X2 =4.427 Df = 2 2 More than 3 yrs 14 (87.5%) 10 (100%) 24 (100%) P > 0.05 Not Significant The table 1.2 indicates that there is no significant association between experience of the respondents and their overall servant leadership qualities. 9.5. Research Hypothesis There is a significant association between experience of the respondents and their overall servant leadership qualities. 9.6. Null Hypothesis There is no significant association between experience of the respondents and their overall servant leadership qualities. 9.7. Statistical Test Chi-square test was used in the above hypothesis 9.8. Findings The calculated value is greater than the table value. So the research hypothesis is rejected and the null hypothesis is accepted. 10. GENERAL FINDINGS More than half (52 percent) of the respondents are earning monthly income between Rs. 10000 and 15000. Vast majority (96 percent) of the respondents were regular. Vast majority (96 percent) of the respondents have experience more than 3 years. Majority (68 percent) of the respondents were satisfied with their leaders for the encouragement to participate and implement their ideas and suggestions. Vast majority (72 percent) of the respondents were satisfied for closely monitor schedule to ensure that a task or project is completed in time. 411 Dr. A. Savarimuthu and Michael John, “Creative Servant Leadership: A New Way of Being and Leading Others” – (ICAM 2016)
- International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online), Volume 7, Issue 2, February (2016), pp. 407-414 © IAEME Publication Vast majority (80 percent) of the respondents were satisfied with the opinion regarding enjoying the new task. Vast majority (92 percent) of the respondents were satisfied for encouraging employees in creating job. Vast majority (88 percent) of the respondents were satisfied for correcting mistakes which do not affect relationship. Vast majority (84 percent) of the respondents were satisfied for managing job efficiently. Vast majority (84 percent) of the respondents were satisfied with their leader explanation about the intricacies and details of a complex task. Vast majority (96 percent) of the respondents were satisfied with their leaders insisting the team member to work harder. Vast majority (92 percent) of the respondents were satisfied with their leader for open to suggestion in the work place and eager to adopt. Vast majority (84 percent) of the respondents were satisfied with their leaders for providing clear expectations. Vast majority (84 percent) of the respondents were satisfied with their leaders for counseling them to improve performance or behavior. Vast majority (92 percent) of the respondents were satisfied with their leaders for motivating employees Vast majority (88 percent) of the respondents were satisfied with their leaders allowing the team a high degree of initiative. Vast majority (92 percent) of the respondents were satisfied for the possible of both organized and unorganized group of industry. Vast majority (76 percent) of the respondents were satisfied with their leaders for personal or friendly goal orientation. Vast majority (88 percent) of the respondents were satisfied with their leaders’ involvement in sharing experiences with employees. Vast majority (84 percent) of the respondents were satisfied with the help to create mutual cooperation and team spirit among employee. Vast majority (92 percent) of the respondents were satisfied for taking decision and informing the employee. Vast majority (96 percent) of the respondents were satisfied for helping to make decision based on subject matter. Vast majority (88 percent) of the respondents were satisfied with regard to emphasis on solving the problem the way of getting opinion from group. Vast majority (92 percent) of the respondents were satisfied with their leaders for continuum behavior. Vast majority (96 percent) of the respondents were satisfied with the creation of team management committee. 11. HYPOTHESIS RELATED FINDINGS The research hypothesis is rejected and the null hypothesis is accepted. That is, there is significant association between age of the respondents and their overall creative servant leadership qualities The research hypothesis is rejected and the null hypothesis is accepted. That is, there is significant association between gender of the respondents and their overall creative servant leadership qualities. 412 Dr. A. Savarimuthu and Michael John, “Creative Servant Leadership: A New Way of Being and Leading Others” – (ICAM 2016)
- International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online), Volume 7, Issue 2, February (2016), pp. 407-414 © IAEME Publication The research is hypothesis rejected and the null hypothesis is accepted. That is, there is significant association between income of the respondents and their overall creative servant leadership qualities. The research hypothesis is rejected and the null hypothesis is accepted. That is, there is significant association between nature of job of the respondents and their overall creative servant leadership qualities. The research hypothesis is rejected and the null hypothesis is accepted. That is, there is significant association between experience of the respondents and their overall creative servant leadership qualities. 12. SUGGESTIONS The researcher suggests the following for the organization based on the finding in order to align the servant leadership with the organizational culture. As the executives feel that the leader in the organization scrutinizes the schedule to ensure the completion of the project even though it shows the top management responsibility, it would be better if the leader could keep the level of monitoring to an animal as it may become a de-motivating factor. The organization can also concentrate on the communication pattern especially before setting dealing for the team so that it involves the full participation of the employees and also motivate those to achieve the set target and beat previous records without begin stressed out with working. The organization can also consider imparting program for the top management to assist them dives people and also leading people in time of change. The organization could actually focus more on the efficiency of planning by making the process more decentralized and focus towards giving more openings for the executives. An effective creative servant leader should be able to communicate complex matters in simple terms to the employees. He should be able to guide and solve the personal, and also problems help the employees interact with one another smoothly. He should not merely command or give orders to his employees but set an example with his own hands. A good leader should lead the employees as followers from the front and not chase them from the back. 13. CONCLUSION In the competitive world, leaders must be able to adopt style of the changing environment of the organization and understand the circumstances that are occurring in each phase of the organization development. If they fail to adapt, the goal of the organization will not be attained. Further, if a leader is highly effective and able to transfer this effectiveness to another phase in the organization development. The creative servant leadership should be based on each stages of the environment at each stage in the environment before it is necessary to analyze the current. And, as it is viewed on our understanding, leadership continued to grow amidst the rapidly changing world in which leaders are expected to work and there is an increasing focus on it. Final and most important, congruence between the organization life cycle and the leader can result in more effective creative servant leadership for the organization. The top management should be first determining the current state of the organization and they decide which type of leadership is the best fit for the time. REFERENCES [1] Bass Bernartl.(1982). Stogdill's Handbook of Leadership: A Survey of Theory and Research, New York.USA, Macmillan. [2] Bittel, L.R. (1989). 36 Hour Management Courses, New Delhi, McGraw –Hill. [3] Bolman, L. and Deal., (1991). Reframing organization, New Delhi, Sultan Chand and Sons. [4] David Horth (2015, December 2015). Innovation Leadership How to use innovation to lead effectively, works collaboratively, and drives results. Center for Creative Leadership,Retrievedfrom http://www.ccl.org/leadership/pdf/research/InnovationLeadership.pdf. 413 Dr. A. Savarimuthu and Michael John, “Creative Servant Leadership: A New Way of Being and Leading Others” – (ICAM 2016)
- International Journal of Management (IJM), ISSN 0976 – 6502(Print), ISSN 0976 - 6510(Online), Volume 7, Issue 2, February (2016), pp. 407-414 © IAEME Publication [5] Emmnuel Agbor (2008). Creativity and Innovation: The Leadership Dynamics, Journal of Strategic Leadership, Vol. 1 Issue. 1, 2008, pp. 39-45. [6] Jay A. Conger. (2002). The practice of leadership, New Delhi, Development the Next Generation of leadership. [7] Jerry C.Wofford.(1989).Transformation Christian Leadership, Exemplary Church Leaders, New Delhi, Sage Publication Indian Pvt. Ltd. [8] Kothari., C.R (2004). Research methodology: Methods and techniques, New Delhi, Sultan Chand and Sons. [9] King Norman A.S. et al.,(2005). The Role of Political Leaders in Enhancing Peace and Tranquility: Thinking Big. International Journal of Managerial Studies and Research (IJMSR).Volume 3, Issue 6, June 2015, PP 84-90. [10] Michael John, A. (2015). Ablaze with a new fire: A fusion of New Model of Transformational and Servant Leadership Style in a rapidly Changing World. [11] Patterson, K.A. (2003). Servant Leadership: A Theoretical Model. Doctoral Dissertation, Regent University. AAT 3082719. [12] Russell, R. F. (2001). The role of values in servant leadership, Leadership & Organization Development Journal, 22, 76-84. [13] Russell, R. F., & Stone, A. G. (2002). A review of servant leadership attributes: developing a practical model. Leadership & Organization Development Journal, 23, 145. [14] Robert., Lawson (2003).Organization Psychology: Foundations and Applications, New Delhi, Sultan Chand and Sons. [15] Rutledge (1973). Hand book of Military Leadership, New Delhi, Sultan Chand and Sons. [16] Stone, A. G., Russell, R. F., & Patterson, K.A. (2003). Transformational versus Servant Leadership - A Difference in Leader Focus. [17] Udaipareel (1996).Understanding Organization Behavior, New Delhi, Oxford University press. [18] Veccio, R.P. (1988).Organization Behavior, New Delhi, Dryden Press. [19] Shareef, R. (1991). Eco-vision: A leadership theory for innovative organizations. Organizational Dynamics, 20(1), 50. [20] Whitmore, J. (2004). Something really has to change: Change management as an imperative rather than a topic. Journal of Change Management, 4(1), 5-14. Lowder. 414 Dr. A. Savarimuthu and Michael John, “Creative Servant Leadership: A New Way of Being and Leading Others” – (ICAM 2016)
Chính trị học
Báo chí - Truyền thông
Xã hội học
Giáo dục học
Tâm lý học
Lịch sử - Văn hoá
Triết học
Ngôn ngữ học
Thư viện thông tin
Văn học nước ngoài
Ngư nghiệp
Hành chính - Pháp luật
Địa lý - Địa danh
Văn học Việt nam
Lịch sử Đảng
CNXH - KH
Tư Tưởng HCM
Ngụ ngôn - Cổ tích
Ca dao - Tục ngữ
Hoá học
Sinh học
Y khoa - Dược
Kinh tế học