Servant Leader

Servant Leader

Description

There are those who follow and there are those who lead. What motivates successful leaders to achieve their goals. Visit: http://thenewleaders.com

Sujets

• Leader
• Leadership

Informations

• Publié par: leaderservant
• Publié le: 12 juillet 2016
• Nombre de lectures: 2
• Langue: English

Extrait

Self vs Servant—What Motivates Successful Leaders to Achieve

By: Fred Mercado Originally posted on : http://thenewleaders.com

There are those who follow and there are those who lead. It often seems as though leaders are born to rise to the top and take control of the pack. If this is the case, what motivates them to do so? What are their overall goals? Do they dream of the power and perks that come with heading up an organization? Are they only driven by the desire for wealth and status, or is there something more—are they concerned with making a difference in people’s lives and leaving the world a better place?

For many successful leaders, it’s a combination of both. It is true that people are often born with the tendency to lead; you’ll see this in children who take control of games and activities with their peers. As they grow into adults, this turns into a feeling of confidence about leading a group. Born leaders feel a responsibility to take control. They feel as though they must step up because theycan; because they know they are capable of accomplishing something important.

Stepping up as a leader means taking on a huge burden of responsibility. As the head of a company, for instance, every decision made has an affect not just on the individual leader, but on each of the employees and their families, as well as the company’s clients. This responsibility extends beyond just business responsibility; a successful leader also feels a sense of social responsibility. Philanthropy and leadership go hand-in-hand. Social responsibility and giving back to the community is a natural extension of a good leader’s innate sense of duty.

That’s not to say that ego doesn’t play a huge part in leadership. A healthy ego is a necessary part of being able to have the confidence and determination necessary to tune out unhelpful criticism and move forward. Even if the head of an organization quietly experiences self-doubt, the ego-driven side of them that says, “I’m right about this; I’m the best and I can do it”must win out. This is the side that they’ll

show to the outside world. Leaders will find that if they move forward confidently, others will follow them. Confidence really does breed success.

Most leaders are naturally competitive. For an effective leader, the drive to achieve, as well as the status and fortune that comes with success, becomes a part of who they are. Although they may have homes, families, and rewarding lives outside of their careers, they spend the majority of their time with their president/executive/director hats on. In that world, who they are and all they have built is defined by their professional successes. Even if an individual isn’t specifically motivated by financial gains, their status as a leader is an integral part of how they see themselves. This can create quite an emotional struggle when retirement rolls around and the former leader works to find their place in a world where they’re no longer judged by those accomplishments.

Self Vs Servant? Resume or eulogy? Professional accomplishment or impact on the world? It would be a mistake to define an effective leader as being completely driven by wealth and status or totally centered on philanthropy and what they can do for the world. For most, it’s a combination of both—a responsibility to fulfill their potential, build something important and help others while doing so, as well as enjoy the rewards and recognition of their hard-earned success.

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