This is an ideal leadership for NGOs

2. When the best rulers achieve their purpose their subjects claim the achievement as their own.

4. Robert Greenleaf The Servant as Leader – 1970 Servant leadership: A journey into the nature of legitimate power and greatness – 1977 Journey to the East - 1956 Greenleaf 1904 – 1990 Hesse 1877-1962

5. What do servant leaders do? devote themselves to serving the needs of organization members. focus on meeting the needs of those they lead. develop employees to bring out the best in them. coach others and encourage their self expression. facilitate personal growth in all who work with them. listen and build a sense of community.

7. Call within.

8. Serving others is a fundamental universal human value.

10. Define Servant Leadership The servant leader is servant first.. .It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. A servant leader loves people, and want to help them which gives him meaning and satisfaction in life. The mission is to identify and meet the needs of others.

11. Servant leaders…. They are focused on others and not themselves. They are motivated to make life better for others, not just for themselves. Ten Characteristics: Listening, Empathy, Healing, Awareness, Persuasion, Conceptualization, Foresight, Stewardship, Commitment to the growth of people, and Building community.

12. Stewardship Peter Block; Stewardship is the willingness to be accountable for the well-being of the larger organization by operating in service, rather than in control, of around us. Stewardship involves partnership rather than patriarchy, and empowerment instead dependency. Servant Leaders tend to be self reliant, yet committed to organizational goals.

13. Power Model Vs Service Model Power model; Leader first, SM; servant First SM; is both moral and effective. PM; How to accumulate and wield power, how to make people do things, how to attack and win PM ; Power is an end in itself, success or victory in terms who gains more power, not in terms of who accomplishes the most for his or her organization or community.

14. PM Vs SM For servant leaders power is only a tool. Servant leader knows that power is only means, not an end. James Autry wrote: …True power comes from people. It comes from gaining the trust and support of the people who then give you the power. Power is like love. The more you try to give it to others, the more it just seems flow to you naturally. For Servant Leaders power is only a gift.

15. Servant Leaders….. They are focused on the work, not the credit. They will not use organizational change as the excuse for building their own power and position. Serving each other requires LOVE. Love begins with one absolute condition; Unlimited Liability The build community capacity and group empowerment.

16. Servant Leaders build their communities by; Encourage participation and build consensus. Creating a community of leaders Generating a shared vision Using cultural effective communication Weaving partnerships and connections The power model is about grabbing. The service mode is about giving

17. The Ten Characteristics Listening Empathy Healing Awareness Persuasion Conceptualization Foresight Stewardship Commitment to the growth of people Building community

18. Listening the servant-leader will reinforce these skills by a deep commitment to listen intently to others. He or she seeks to listen receptively to what is being said (and not said!) Spears, L. C. (2003). Introduction: Understanding the growing impact of servant-leadership. In The servant-leader within: A transformative path (pp. 13-28). New York: Paulist Press.

19. Empathy People need to be accepted and recognized for their special and unique spirit.

20. Healing servant-leaders recognize that they have an opportunity to help make whole those with whom they come into contact Spears, L. C. (2003). Introduction: Understanding the growing impact of servant-leadership. In The servant-leader within: A transformative path (pp. 13-28). New York: Paulist Press.

21. Awareness Awareness helps one in understanding issues involving ethics, power, and values. Spears, L. C. (2003). Introduction: Understanding the growing impact of servant-leadership. In The servant-leader within: A transformative path (pp. 13-28). New York: Paulist Press.

22. Persuasion The servant leader seeks to convince others rather than coerce compliance. Spears, L. C. (2003). Introduction: Understanding the growing impact of servant-leadership. In The servant-leader within: A transformative path (pp. 13-28). New York: Paulist Press.

23. Conceptualization Dream great dreams and think beyond the day-to-day realities. Keep a journal Find a mentor Vision quest Spears, L. C. (2003). Introduction: Understanding the growing impact of servant-leadership. In The servant-leader within: A transformative path (pp. 13-28). New York: Paulist Press.

24. Foresight lessons from the past, the realities of the present, and consequence of a decision for the future

25. Stewardship “holding something in trust for another.”

26. Commitment to the growth of people people have intrinsic value .

27. Building Community true community can be created Spears, L. C. (2003). Introduction: Understanding the growing impact of servant-leadership. In The servant-leader within: A transformative path (pp. 13-28). New York: Paulist Press.