Greenleaf

Create a response to the following: - Question A I agree with your point about practicing servant leadership where context allows. This ties in with the main point from the Air War College situational model of leadership that the situation or context underlies the other aspects of the leadership model of leader, followers, and mission. As Waddell states, "the dynamics of the leadership relationship change as the situation changes." (Waddell, 1994, 34) There are contexts where servant leadership may not be possible, like when the mission is critical. However, as you point out, there are situations where servant leadership can and should take precedence. In a thought exercise in a previous class, I determined that my priority is to my team over my boss or the mission, as I try to practice servant leadership principles where I can. However, this prioritization is only possible because of our situation. My team's mission is not critical and I have a trusting relationship with my boss that allows me to put my team first. It is because of this that I can encourage a team member to pursue the graduate degree she wants and lobby to my boss to allow it, even though it will reduce our government team by half if she leaves. The amounts of money involved in my program are small in the grand scheme and we have flexibility to set our workload, so we can adjust our mission to suit the needs of our people. For context, below is the original question: Question: Robert Greenleaf’s notion of servant leadership is based on “a leader’s duty to serve his/her followers.” In what ways is servant leadership difficult to achieve in the military, especially when you as a leader may need to choose what is required for your mission over what is desirable for those you are leading. In what areas do you think it is most important to practice servant leadership?