This Writing Practicum Will Assess The Student’s Abil 323310

This writing practicum will assess the student’s ability to write a sh

This writing practicum will assess the student’s ability to write a short essay comparing and contrasting followership and servant leadership. You will prepare a short essay comparing and contrasting these two leadership concepts. The essay should be between 250 and 750 words, written in Arial 12pt font with standard margins (one inch on all sides), double-spaced, and formatted using a clear essay structure. A graphic organizer must be utilized to plan the essay, and the writing should adhere to the Army Writing Style and employ standard written English. The essay must include a strong purpose statement and be reviewed by a second set of eyes before submission. Achieving a score of 70 or more points according to the provided evaluation rubric is necessary to pass, and this is a graduation requirement.

Paper For Above instruction

The concepts of followership and servant leadership are vital in understanding effective organizational dynamics and leadership development. While both paradigms focus on empowering others and fostering collaboration, they embody distinct philosophies and applications within leadership contexts. This essay compares and contrasts followership and servant leadership, highlighting their similarities, differences, and practical implications for leadership practice.

Followership is a leadership concept emphasizing the role of followers in contributing to organizational goals through active engagement (Kelley, 1988). Good followers are proactive, critical thinkers who support their leaders while exercising independent judgment. Followership promotes a participative environment where followers are empowered to influence decision-making processes and promote organizational success (Chaleff, 2009). It recognizes that leadership is not solely about the leader but also involves followers' responsibility to contribute constructively.

In contrast, servant leadership centers around the idea of serving others first, prioritizing the needs of followers and the community to foster growth, trust, and ethical behavior (Greenleaf, 1977). Servant leaders serve their followers by enabling their development, demonstrating empathy, and empowering them to achieve their full potential. This leadership style emphasizes humility, stewardship, and ethical behavior, positioning the leader as a facilitator rather than aAuthority figure (Liden et al., 2008). The core of servant leadership revolves around the well-being of others, fostering a sense of community and shared purpose.

Despite their differences, followership and servant leadership are connected by their focus on empowerment. Followership emphasizes the role of followers in actively supporting leaders and organizational objectives, while servant leadership underscores the leader's role in serving followers' interests. Both paradigms promote a participative and ethical approach to leadership, where trust, respect, and collaboration are fundamental (Spears, 2010).

However, their primary distinctions lie in their focal points. Followership is centered on the behaviors and responsibilities of followers in supporting leadership, whereas servant leadership concentrates on the leadership behaviors that prioritize serving others. Followership assumes a supportive role that can be exercised by anyone within an organization, including peers, whereas servant leadership is a leadership philosophy adopted by individuals in formal leadership roles who aim to serve followers first (Kelley, 2008).

Practically, followership enhances organizational effectiveness by encouraging followers to be active, autonomous, and constructive in their roles. It fosters a culture where followers' insights are valued, and their contributions positively impact organizational outcomes (Uhl-Bien et al., 2014). Conversely, servant leadership influences organizations by nurturing trust, moral development, and community spirit, often leading to higher job satisfaction and organizational commitment (Sendjaya & Sarros, 2002).

Both approaches are complementary when integrated into organizational culture. Effective leaders recognize the importance of fostering strong followers who exhibit proactive behaviors and align with servant leadership principles that promote ethical, servant-oriented leadership. This synergy results in resilient organizations characterized by trust, shared values, and mutual respect (Liden et al., 2014).

In conclusion, followership and servant leadership are interconnected paradigms that, together, contribute significantly to ethical and effective organizational leadership. While followership emphasizes followers' active participation and support, servant leadership focuses on leaders serving others’ needs. Both promote ethical behavior, empowerment, and collaboration, fostering organizational cultures rooted in trust and shared purpose. Understanding their distinctions and complementarities enables leaders at all levels to cultivate environments where both followers and leaders thrive, ultimately enhancing organizational success.

References

• Chaleff, I. (2009). The Courageous Follower: Standing Up to +Supporting Leadership. Berrett-Koehler Publishers.
• Greenleaf, R. K. (1977). Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness. Paulist Press.
• Kelley, R. E. (1988). In Praise of Followers. Harvard Business Review, 66(6), 142-148.
• Kelley, R. E. (2008). How to Be a Good Follower. Harvard Business Review, 86(6), 124-131.
• 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.
• Liden, R., Wayne, S., Liao, C., & Meuser, J. (2014). Servant Leadership and Organizational Performance. Journal of Business Ethics, 126(2), 273-293.
• Sendjaya, S., & Sarros, J. C. (2002). Servant Leadership: Its Origin, Development, and Application in Organizations. Journal of Leadership & Organizational Studies, 9(2), 57-64.
• Spears, L. C. (2010). Character and Servant Leadership: Ten Characteristics of Effective, Caring Leaders. The Journal of Virtues & Leadership, 1(1), 25-30.
• Uhl-Bien, M., Riggio, R. E., Lowe, K. B., & Carsten, M. K. (2014). Followership: A Theoretical Model and Research Agenda. The Leadership Quarterly, 25(1), 83-99.