Key Factors and Use Cases of Servant Leadership Driving Organizational Performance
The turn of 21s Century is marked by heightened attention towards several evolutionary developments, such as: the digital transformation and its scalability, growth by mergers and acquisitions, the deregulated investment and business funding technologies, the movement on diversity-inclusion-equity-belonging, the multi-generational collaboration disparities, the UN renewed social-environmental impact goals, the Covid 19 pandemic, the predicament of leading in risky times, and more. Bankable solutions are carried out in the name of results and performance, bringing about the questions of: What does it take for organizations to sustain growth, or simply to exist? We contend that effective leadership is a major influence in the value creation for the success and sustainability required for organizations to thrive. Servant leaders, or service minded-behaving leaders' motivations and interactions tend to promote exemplary performance and collaboration in organizations, a 21st Century must-have workplace applicable style, to develop cohesive high performing teams, purposeful and engaging environments, build trust and organization vitality.
This book intends to provide findings and recommendations to support practical application of servant leadership theory for the 21st Century economy, leveraging a multi-regional context. This publication also seeks to share evidence of how servant or service mindset and behavior-oriented leaders might mitigate organizational existing conditions, to promote team members' empowerment through servant like interactions, as a result, influencing their performance. Practical implications involve the recommendations to adopt the most relevant leadership mindset and behaviors to generate optimally motivating conditions in individuals and teams in achieving organizational performance.
Cases on Global Leadership in the Contemporary Economy
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