Servant leadership
This is a type of leadership philosophy that focuses on anonymous leadership skills, that an individual poses contrarily, on the most traditional leadership skills, which require a figurehead to influence activities according to the institutional organization chart. According to, research by, Van Dierendonck (2011): this philosophy is motivated by a combination of both culture and personal characteristics. As a result, expressing positive critiques and fairness encourages self-actualization on other subordinate workers. An ideal example, for this conceptualization, is an analysis done by, Winston & Field. (2015), which reveals, that servant leadership skills pose effective leadership skills.
Entrepreneurism
The culture develops, on an individual looking for opportunities that are available and are likely to bear profit after execution. For this reason, taking risk of investing in a business that may have a likelihood of unforeseen risks is a leadership skill that enables an individual to handle all dimension of uncertainty. A clear instance, to this theory, is proved by, Baron, Franklin & Hmieleski (2016), where optimism and hope is key to business venture success.
Ethics
These principles are important as they define, a person’s behaviour when performing an activity. A leader must practice proper moral ethics when directing junior employees; by practising this it ensures that inequality and duplication of duties and obligation is avoided, which is in line with the organizational objective that ensures long term goals are archived
References
Van Dierendonck, D. (2011). Servant leadership: A review and synthesis. Journal of Management, 37(4), 1228-1261.
Winston, B., & Fields, D. (2015). Seeking and measuring the essential behaviours of servant leadership. Leadership & Organization Development Journal.
Baron, R. A., Franklin, R. J., & Hmieleski, K. M. (2016). Why entrepreneurs often experience low, not high, levels of stress: The joint effects of selection and psychological capital. Journal of Management, 42(3), 742-768.