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Chapter 3. The Concept of the Servant as a Leader  3-5

Listening also encompasses getting in touch with one's own inner voice, and seeking to understand what one's body, spirit, and mind are communicating.  Listening, coupled with regular periods of reflection, are essential to the growth of the servant-leader.

7. Awareness:  General awareness, and especially self-awareness, strengthens the servant-leader.  Making a commitment to foster awareness can be scaryyou never know what you may discover!  Awareness also aids one in understanding issues involving ethics and value.  It lends itself to being able to view most situations from a more integrated, holistic position.  As Greenleaf observed: "Awareness is not a giver of solaceit is just the opposite.  It is a disturber and an awakener.  Able leaders are usually sharply awake and reasonably disturbed.  They are not seekers after solace.  They have their own inner serenity."

8. Persuasion:  Another characteristic of servant-leaders is a reliance on persuasion, rather than on one's positional authority, in making decisions within an organization.  The servant-leader seeks to convince others, rather than coerce compliance.  This particular element offers one of the clearest distinctions between the traditional authoritarian model and that of servant-leadership.  The servant-leader is effective at building consensus within groups.

9. Conceptualization:  Servant-leaders seek to nurture their ability to "dream great dreams."  The ability to look at a problem (or an organization) from a conceptualizing perspective means that one must think beyond day-to-day realities.  The traditional manager is consumed by the need to achieve short-term operational goals.  The manager who wishes to also be a servant-leader must stretch his or her thinking to encompass broader-based conceptual thinking.

10. Foresight:  Closely related to conceptualization is the ability to foresee the likely outcome of a situation, a characteristic that enables the servant-leader to understand the lessons from the past, the realities of the present, and the likely consequence of a decision for the future.  It is also deeply rooted within the intuitive mind.   

The Inner Resources of Leaders

Greenleaf ventures to say that servant leadership, at its highest level, needs to be in strong qualified hands.  He identifies the strong as possessing "….the more ponderable qualities of competence, stability, resiliency, and values" and then adds three elusive ones, "…a sense of the unknowable, contingency thinking, and foresight."  All seven qualities are intellectual in nature and interwoven.  These inner resources of a leader4support self-confidence that in turn builds confidence in followers.

Why would anyone follow the leadership of another unless one has confidence that the other knows better where to go?  And how would one know better where to go unless one has a wider than usual awareness of the terrain and the alternatives, unless one is

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