POST RESPONSE M10 560

DEAR

NEED TO REPLAY  FOR THE TREE POST ON   THE ATTACHMENTS WITH REFERENCES,APA STYLE

NOTE: THE 3RD POST WAS QUESTION ABOUT MY POST WITH YELLOW AND RED COLORS NEED TO ANSWER IT

1st post (2)
As a leader, mastering the art of both serving and influencing is crucial for nurturing a positive and
effective organizational atmosphere. Serving entails prioritizing the needs of others, such as employees
and stakeholders, over personal interests by offering support and guidance. By adopting a serving
mindset, leaders can build trust and collaboration, fostering loyalty among team members.
Concurrently, effective leaders must possess the skill to influence others positively. This involves
motivating individuals to work towards shared goals through effective communication and
empowerment. By leveraging influence, leaders can drive organizational change and encourage
innovation, ultimately contributing to organizational success (Northouse, 2021).
The influence of corporate culture on servant leadership practices is significant. Servant leadership,
which centers on serving others and nurturing their development, aligns well with cultures emphasizing
teamwork and employee growth. In organizations embracing servant leadership, trust and
empowerment are paramount, fostering a sense of belonging among employees. However, cultures
entrenched in traditional hierarchical structures may resist servant leadership, viewing it as a sign of
vulnerability. Hence, the compatibility between corporate culture and servant leadership determines the
success of its implementation (Greenleaf, 2002; Liden et al., 2008).
Hofstede’s cultural dimensions shed light on how cultural characteristics influence the acceptance and
effectiveness of servant leadership. In societies with low power distance and high individualism, like the
Western world, servant leadership finds greater acceptance due to the value placed on autonomy and
empowerment. Conversely, in cultures with high power distance and collectivism, such as many Asian
countries, hierarchical leadership styles prevail. Understanding these cultural nuances is crucial for
leaders aiming to implement servant leadership practices effectively across different countries
(Hofstede, 2001).
References
Greenleaf, R. K. (2002). Servant leadership: A journey into the nature of legitimate power and
greatness. Paulist Press.
Hofstede, G. (2001). Culture’s consequences: Comparing values, behaviors, institutions and
organizations across nations. Sage Publications.
Liden, R. C., Wayne, S. J., Zhao, H., & Henderson, D. (2008). Servant leadership: Development of a
multidimensional measure and multi-level assessment. The Leadership Quarterly, 19(2), 161-177.
Northouse, P. G. (2021). Leadership: Theory and practice (9th ed.). Sage Publications.
Respond of 1st post :
2nd post ( 3 )
Before a leaders can lead, they must understand who are they leading and to what end, each person
and culture is unique and finding the right balance is key for a successful leadership. Applying this
concept to myself, first and for most, I belive that the best leadership style that suits me is leading by
example, I would first do the task, coach, supervise, then motivate perople. For the purposes of this
discussion, a leader can both serve and influence by first earning the respect of whom they lead, as I
believe that trust and respect is crutial for any leader, with respect one can influence people in the
right direction. Then, a leader can serve them by understanding their needs and obsticles and work to
remove and reduce them as much as possible (Coetzer et al, 2017). However, corporate culture can
have a major influence on the extent of servant leadership and its impact on people.
In my opinion, the more established and mature a company, the harder for a servant leader to thrive,
as most of their responsibilities and authorities are set and it is a corporate offense to overstep them,
however, a servant leader can thrive with in their corporate bound and innovate ways to serve the
employees. In the opposite end, when a corporate culture is still developing, a servant leader has
more flexibility to serve employees and influence other parts of the corporation, which might results in
the benefit of the leader and the whom they serve (Harwiki, 2013). However, most coporate culture lie
between the mentioned examples, servant leadership can influence the corporate culture to serve the
employees and customers, which would have a positive effect on the company. In addition to the
cultural characteristics of the country can influence the success of a servant leader’s success.
For a servant leader to successed in Hofstede’s theory, the culture is most likely to have a high power
distance ranking (Nuebert et al, 2022), I believe that cultures who value hierarchy tend to be more
servant oriented to keep everyone satisfied. For example, Saudi culture is known for welcoming
guests and taught from an early age the proper cultural norms for it, in this case, the host would be
the servant leader to his guests, this would results in a wide adoption and therefor success of the
servant leader approach. While other culture who rank low in the power distance might have more
difficulties in adopting the servant leadership approach due to the having less emphesis on hierarchy.
Reference:
Coetzer, M. F., Bussin, M., & Geldenhuys, M. (2017). The functions of a servant
leader. Administrative Sciences, 7(1), 5.
Harwiki, W. (2013). The influence of servant leadership on organization culture, organizational
commitment, organizational citizenship behavior and employees’ performance (Study of
outstanding cooperatives in East Java Province, Indonesia). Journal of Economics and Behavioral
Studies, 5(12), 876-885.
Neubert, M. J., de Luque, M. S., Quade, M. J., & Hunter, E. M. (2022). Servant leadership across the
globe: Assessing universal and culturally contingent relevance in organizational contexts. Journal of
World Business, 57(2), 101268.
Respond of 2nd post:
3rd post ( )
I received question based on my post
Thank you for your detailed post on servant leadership.
Here is something to consider.
How can a leader create opportunities for professional development and growth within the team,
aligning individual goals with the organization’s objectives?
My post was as below
Serving and Influencing
The position of a leader regarding the process of serving and influencing is fundamental
to achieving successful leadership. Service is giving people the preferred position, sustaining
the team while at the same time helping it grow, and supporting each individual in need (Pawar
et al., 2020). On the other hand, influence entails guiding the flow of the group of people and,
in most cases, involves making decisions that inspire others to act for a common aim (Pawar
et al., 2020). These elements are crucial, and any leader should find the right balance between
all these elements, which is the key. Understanding the intricate details and integrating the two
of them will help one succeed.
When it comes to serving, the primary attention is to put all the attention on human
beings and do everything that can enable them to develop and achieve success. A leader can
maintain team trust and predispose collaboration through such an approach. Serving also
provides a sense of team belonging inside the team. Leaders here must listen to their team
members and recognize their goals and obstacles (Pawar et al., 2020). By doing this, they can
identify the areas where their support and direction are needed, leading to individual and group
success. However, servant leadership does not eliminate the need for influencing. A leader
must also lead, make decisions that might seem unwise, and mobilize others (Pawar et al.,
2020). Influencing here requires skills and interpersonal abilities to direct a team in a certain
direction and the team to the set objectives. By recounting a strong vision, developing a
performance culture, and leading by example – leaders can influence the organization’s flow.
Corporate Culture’s Impact on Servant Leadership
Leadership is continuous learning, and corporate culture has a special role in shaping
the effectiveness of leadership styles such as servant leadership. In particular, an organizational
culture of trust and respect aligns well with the principles of servant leadership. Through such
cultures, it is easy for a leader to be authentic, transparent, and humble, key elements that make
one a servant leader. In such a culture, those in leadership also find it easy to communicate
honestly and openly to the rest of the team and seek feedback (Erdurmazlı, 2019). In addition,
respect facilitates the ability to value the uniqueness and dignity of one’s followers and inspire
them to express their thoughts and perspectives, which is a key component in servant
leadership.
Conversely, an organizational culture characterized by authoritarianism and toxicity
can hinder the practice of servant leadership. Control, obedience, and self-interest are valued
more highly in these settings than the growth and well-being of individuals inside the business.
As a result, leaders in these situations find it hard to embrace the values of servant leadership,
such as building trust and empowering others (Erdurmazlı, 2019). Successful implementation
of servant leadership in such an environment first requires a change in the situation. This should
involve taking deliberate actions to advance principles like inclusiveness, openness, and
reciprocal esteem to surmount these obstacles.
Hofstede’s Cultural Dimensions and Servant Leadership Adoption
Cultural dimensions proposed by Hofstede provide an understanding of how national
cultures might bring difficulties in servant leadership and its achievement. According to this
dimension, it is difficult for servant leadership to thrive in countries that score high on
parameters like power distance and are highly hierarchical. Such nations have a high respect
for authority, and leaders may find resistance when attempting to empower people under their
control (Cabezas et al., 2020). Similarly, Hofstede argues that it is hard for servant leadership
to thrive in countries whose culture promotes a high level of uncertainty avoidance. Such
culture prioritizes traditional roles and makes accepting servant leadership principles like risktaking hard (Cabezas et al., 2020). Conversely, cultures prioritizing equality and adaptability
and scoring poorly on these characteristics can be open to greater servant leadership
approaches.
Furthermore, societal conventions such as the preference for collectivism over
individualism impact the acceptance and efficacy of servant leadership. Servant leadership
principles that promote collaboration may be more successful in societies that value
collectivism and group harmony (Cabezas et al., 2020). However, this is impossible in an
individualistic society where personal achievement and independence are valued. For anyone
determined to apply servant leadership in such a society, it is crucial to start by modifying their
approach to reflect the local situation while upholding the fundamentals of servant leadership.
References
Cabezas, Christian, Jeffrey L. McClellan, and Wilma Riera. (2020). “The Effect of National
Cultural Dimensions on Servant Leadership Practice: A Comparison of the United
States and Ecuador.” The International Journal of Interdisciplinary Social and
Community Studies 16.1 (2021): 107. https://doi.org/10.18848/23247576/CGP/v16i01/107-123
Erdurmazlı, E. (2019). Satisfaction and commitment in voluntary organizations: a cultural
analysis and servant leadership. VOLUNTAS: International Journal of Voluntary and
Nonprofit Organizations, 30(1), 129-146. https://doi.org/10.1007/s11266-018-9992-z
Pawar, A., Sudan, K., Satini, S., & Sunarsi, D. (2020). Organizational servant
leadership. International Journal of Educational Administration, Management, and
Leadership, 63-76.