Two of my direct reports filled out the survey with the following results:
|
Behaving ethically |
28 |
|
Conceptual skills |
28 |
|
Creating value for the community |
24.5 |
|
Emotional healing |
26.5 |
|
Empowering |
23.5 |
|
Help followers grow & succeed |
26.5 |
|
Putting followers first |
25.5 |
|
Grand Total |
182.5 |
The high ranges from 23 to 28 indicate that I have strong servant-leader behaviors. According to the textbook, there are three components in the model of servant leadership. 1) antecedent conditions, servant leader behaviors, and outcomes. My lowest two servant leader behaviors are 1) Empowering and 2) creating value for the community. According to Google Generative AI, here are the examples of transformational and transactional leaders.
Example behaviors of transformational leaders:
- Articulating a compelling vision for the future
- Empowering employees to take ownership of their work
- Providing individual attention and coaching to team members
- Fostering a culture of innovation and creativity
Example behaviors of transactional leaders:
- Setting clear expectations and performance standards
- Providing rewards for achieving goals
- Implementing corrective actions when performance is inadequate
- Monitoring progress closely to identify areas for improvement
In my current work environment, I am, at best, a transactional leader. I am reactive to consistent changes in directions, rules, procedures, and processes. My vision of the future is so distant from the employer’s vision. Take the misalignment of values aside, and I am doing the best I can as a proud transactional leader.
The survey from my two direct reports tells me that I have the DNA for strong servant-leader behaviors, although I did not think so. It’s not because of the confidence issue; it’s more awareness of servant leader behaviors.
Given my current work environment, I am doing the best I can as a proud transactional leader. My followers might think that I am a transformational. However, there are so many constraints preventing me from moving there.
Your self-awareness and honesty in reflecting on your leadership style are truly commendable. It’s impressive that your survey results highlight strong servant-leader behaviors, even in a challenging environment that leans more toward transactional leadership. Acknowledging the constraints you're working within while striving to do your best shows resilience and dedication to your team. It’s also inspiring that you’re exploring servant-leader traits like empowering others and creating community value, despite the misalignment with your current workplace vision. Keep leaning into these strengths—you’re clearly making a positive impact on your team!
Your ability to recognize your strengths and weaknesses to me is very remarkable. Even though their maybe misalignment differences between you and your employer, I admire the way you consistently lead your team by recognizing your leadership traits as a transactional leader. Given that your vision of the future is distant from your employer's vision, it may be an interesting choice that you will make about your future with your employer. I agree your strengths are making a wonderful and positive impact on your team!
Dr. Jolly, I am thankful your two reports confirmed what we see in you: the heart of a leader. As your cohorts have stated, you are completely transparent in what you bring to the table and who it is received (or not) in your current role. Yet, you still perform with impeccable standards and character. I am thankful that you are transparent with us in sharing this non-congruence and that the insights gained in this program set you up for your next arena!
Hi Chia-Li,
I'm glad that you recognize that, in your case, one of the conditions is misaligned or missing: Antecedent conditions. One of the interesting parts of this class is to be able to see the difference in the way that we approach these questions and scenarios depending on what our leadership role is. You are right, there is only so much that we can do to change the conditions that we lead in if we are not at the ultimate decision makers. Regardless of those conditions, we can always bring our best and focus on what is in our sphere of influence.
