The Servant Leader: How to Build a Creative Team, Develop Great Morale, and Improve Bottom-Line Performance
The Servant Leader: How to Build a Creative Team, Develop Great Morale, and Improve Bottom-Line Performance
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Manufacturer: Three Rivers Press
Author: James A. Autry
Binding: Paperback
Publication Date: 2004-11-30
Publisher: Three Rivers Press
Label: Three Rivers Press
Number Of Pages: 288 Features:
Editorial Review:
A Practical Guide to Using the Principles of Servant Leadership
Leadership is a calling. And servant leadership—the idea that managing with respect, honesty, love, and spirituality empowers employees—helps individuals answer that calling. Bestselling author and former Fortune 500 executive James A. Autry reveals the servant leader’s tools, a set of skills and ideals that will transform the way business is done. It helps leaders nurture the needs and goals of those who look to them for leadership. The result is a more productive, successful, and happier organization, and a more meaningful life for the leader. Autry reveals how to remain true to the servant leadership model when handling day-to-day and long-term management situations, including how to:
•Provide guidance during conflict and crisis
•Assure your continued growth and progress as a leader
•Train managers in the principles of servant leadership
•Transform a company with morale problems into a great place to work
Practiced by one-third of the companies on Fortune’s “100 Best Companies to Work For” list, servant leadership is a thriving philosophy. Ultimately, Autry explores how it can be a valuable, refreshing, and rewarding approach to leading others in business life.
“When I first read Jim’s work, I was thrilled. Finally, someone had clearly and con-cisely articulated these principles in a way that people can quickly adopt into their lives.”—from the foreword by Howard Behar, retired president, Starbucks
“This is an awesome book. James Autry’s gift is that he brings lofty ideals down to earth with general illustrations that make them easy to understand and apply. I highly recommend it!”—Jack Canfield, coauthor, Chicken Soup for the Soul
“The Servant Leader describes the kind of leadership upon which Starbucks Coffee Company has been built and is a concept that is closely aligned with our mission and guiding principles.” —Howard Schultz, chairman, Starbucks Cached date: AWS Called=true You may also be interested in these products:
Absolutly a 'must-read' book for all 2008-07-19 The Servant Leader: How to Build a Creative Team, Develop Great Morale, and Improve Bottom-Line Performance This book was recommended by my supervisor; I work in the mental health field. This book defines/outlines excellent qualities of relationship skills/interactions in working situations; as well as daily life. A MUST-READ for all seeking to understand a balanced relationship goal. Seller shipped as promised/book in great condition as stated!!!
A match made in Heaven. 2008-07-10 I'm not going to go into the details of the book itself, as previous reviewers have done that sufficiently. And if you're a student of the "Rock Star" CEO's, this probably isn't for you.
What I will try and hammer home is that while it might seem contrary, this is the direction that good leaders in the submarine fleet have been going for years. Yes, the military is trying to practice servant leadership. Why? Because all of the assumptions that make Autry's book tick are true for the military. With few exceptions, like a civilian company, you have a team of skilled, highly trained individuals that want to do a good job. The best thing that you can do is provide them with the support, resources and feedback to let them get that job done. My only regret is that someone didn't hand me a copy of this book when I was a baby officer and tell me to read it. IT WORKS. Seriously. It works particularly well when you think it wouldn't, eg: high-stress situations. It works because your people are operating at their peak _effectiveness_ already, so overcoming this latest hurdle isn't the cause for doom and gloom that it might otherwise be.
The book overall is a great read with concrete examples, how to implement it successfully and even recommendations for when you screw up (because you will.) I'm really looking forward to using this style in the civilian sector as well.
This has a permanent slot on my leadership bookshelf, right next to Good to Great: Why Some Companies Make the Leap... and Others Don't. And this is because having read the two shortly after one another, I see that a great path (perhaps the only path) to becoming a "Level Five" leader is to first become a student of servant leadership. From both, your company can be great as well.
Use this book for coaching managers & execs 2007-07-27 As an executive coach, I often rely on books for extra inspiration for my clients. James Autry's Servant Leader book is the one I most often recommend to clients. The first half of the book is especially compelling and succinct, and it supplements my efforts to instill change in old-style managers and executives. There are plenty of "servant leader" books available, but this is the one I turn to every time.
Great book, even better concept... 2006-12-28 The Servant Leader has a great title and develops the concept. It only falls short in giving true-to-life, concrete examples. If you are new to the concept of servant leadership, this is a great starter. Great book!
Servant Leadership "Must-Read" 2006-08-21 James Autry's (2001) book is essential reading for the servant-leader and servant-led who are looking for practical tools to change organizational culture. The book was arranged in four major sections: "A Foundation of Character and Vision" (pp. 1-36); Servant as Manager: The Everyday Nuts and Bolts" (pp. 37-98); The Harsh Realities of Organizational Life" (pp. 99-154); and "Finding the Balance" (pp. 155-240).
His main contribution to servant-leadership is threefold: (a) he rightly points out the famous proverb about managers doing things right and leaders doing the right things is not a prescription that recommends leaders to think only of the forest and not the trees; "instead, it is meant to define what a manager must move beyond (focusing on how to do) in order to become a leader (focusing on what to do and how to be" (pp. 37-38); (b) as an organizational leader with deep experience, he does not shy away from discussing the harder aspects of organizational life--he is an effective counterweight for some of the Pollyannaish literature; and (c) as an experienced organizational leader, he provides some management and leadership technologies and understandings that the theorist alone cannot.
"Because this concept of serving others is an essential part of what I believe about leadership, let me offer you a list of six things I believe about leadership: 1. Leadership is not about controlling people; it's about caring for people and being a useful resource for people. 2. Leadership is not about being boss; it's about being present for people and building a community at work. 3. Leadership is not about holding on to territory; it's about letting go of your ego, bringing your spirit to work, being your best and most authentic self. 4. Leadership is less concerned with pep talks and more concerned with creating a place in which people can do good work, can find meaning in their work, and can bring their spirits to work. 5. Leadership, like life, is largely a matter of paying attention. 6. Leadership requires love." (pp. 20-21).
2008-07-19
2006-12-28