Developing service-oriented leadership
What is service-oriented leadership
A service-oriented leader is a leader whose purpose is to facilitate the members of the department they lead, solve their problems, provide efficient and high-quality services, and ensure that the members of the department they lead enjoy all legitimate rights and interests. The historical development of service-oriented leadership theory is as follows:
Larry C. Spears listed the top ten characteristics of a service-oriented leader in his book "Service Leadership: Effective Management Models":
Listening Listen
Empathy understands
Healing saves and heals
Awareness and consciousness
Persuasion persuasiveness
Conceptualization
Foresight is thoughtful and far sighted
Stewardship Management and Governance Capability
Commitment to the Growth of People focuses on the development of individuals
Building Community Team Building
The advantages of service-oriented leadership in enterprise management
1. Service oriented leadership can obtain employee information in the first place.
Because service-oriented leadership achieves the goal of leading employees by serving them, there will be more interactions, communication, and listening between service-oriented leadership and employees. In the process of communication and interaction, leaders can quickly understand what employees need, what they hope to change or improve, and what constructive suggestions they will make.
Provide a good working environment for employees and subordinate departments; Provide guidance to employees and business managers to clarify the organization's values and direction of progress; Frequently engage in two-way communication with subordinate departments and employees; Regularly coordinate various departments within the organization to ensure they have consistent goals. Employees have direct contact with the market and customers.
Employee feedback best reflects the level of a company's products and services in the market, which products customers like the most, which aspects of the product need improvement, which products customers are least willing to purchase, and why? Is it due to high prices, poor product practicality, after-sales service, or inherent defects in the product itself? Service oriented leadership can make strategic changes in the shortest possible time by grasping this information.
2. Service oriented leadership can reduce employee turnover rates.
Generally speaking, the three main reasons for employee turnover are: lack of promotion, low salary levels, and lack of recognition and attention from the organization. Service oriented leadership can directly solve the situation where employees choose to resign due to lack of recognition or acknowledgement from the organization. The contact between service oriented leadership and employees can make them feel that they are being cared for, even by the company's senior leaders. Their efforts and creative achievements are also recognized, and employees will receive great spiritual satisfaction, which cannot be obtained materially. The positive and driving effects generated can also last for a long time.
3. Service oriented leadership can improve employee job satisfaction.
Service oriented leadership is positively correlated with subordinates' organizational commitment (emotional commitment, utilitarian commitment) and employees' job satisfaction. The sense of organizational commitment mainly includes three aspects: ① a strong identification and acceptance of organizational goals and values; ② Willing to contribute one's own strength to the organization; ③ Willing to stay in the organization.
4. Service oriented leadership can fully empower.
Full authorization is the embodiment of leadership. After authorization, people in various job positions become self leaders, with initiative and automation in their work, and their potential will be fully stimulated. This is beneficial for both individual growth and the improvement of organizational group work performance.
At the same time, fully authorized leaders will have more time to think about more significant issues. In the current era of knowledge economy, full empowerment is the most effective incentive among all means. In the industrial economy era, workers need both material incentives and spiritual employee incentives, and for many people, the former is often more important than the latter. In the era of knowledge economy, people's material level has greatly improved. However, while pursuing the development of material level, the development of spiritual civilization has lagged behind. Therefore, people today are in great need of spiritual supplementation. Once workers have more autonomy, they will have more sense of achievement and control, have greater development space, and make greater contributions to the organization.