2,015 research outputs found
A dialogic reimagining of a servant's suffering: understanding second Isaiah's servant of Yahweh as a polyphonic hero
No full textA definitive identification of the Servant figure of Second Isaiah is notoriously difficult, as attested by centuries of conjecture and debate. The interpretive obstacles are profuse: the Servant is addressed as Israel-Jacob, but then spoken of in terms that are not consistent with the nation's experience; in some texts he seems to represent a community, while in others he speaks as an individual; he seems to suffer extreme hardship and persecution, but then is said to experience new life; some of his experiences appear to be historical, while others are best described as idealistic. Further hampering objective interpretations are the pervasive traditional approaches among Christian and Jewish readers, which associate the Servant, equally emphatically, with Jesus or Israel.
But a primary reason the Servant is so difficult to pin down is rarely considered, and that is that there exists no objective image of the Servant anywhere in Second Isaiah. As a literary character he is constituted entirely by dialogue; that is, by discourse addressed to him, spoken by him, and spoken about him by others in the form of a confession. His actions are never described, and his person is never defined. Scholars have referred to this as his 'fluid' nature, but have lacked the methodological tools for a fuller study of this literary curiosity.
The ideas of literary theorist Mikhail Bakhtin speak to this type of characterisation. His 'polyphonic hero' is a fictional character who is constituted by what is spoken to him or her, by what they overhear said concerning them, and by how they make that discourse, and the discourse of the wider world, an aspect of their own self-knowledge. They become known only by the discourse that converges on them, much as the Servant of Second Isaiah is constituted. This thesis develops a reading strategy based on Bakhtin's theory of the polyphonic hero, as well as his broader theories of dialogism. It reimagines the inner discourse of the Servant in order to comprehend him according to the dialogue by which he knows himself, and not according to conventional reading strategies that seek for a fixed, opaque image. In the process it discovers that there are not multiple Servants, which is often posited as a solution to the problem of his fluid nature, but one Servant, Israel-Jacob, whose self-knowledge as the faithful Servant of Yahweh calls empirical Israel to faith in a time of national distress. It concludes that the Servant is present in the collection of Second Isaiah as a 'voice-idea', the embodiment of a theologically critical position that calls many of Israel's theological and ideological presuppositions into question, in order to liberate her for a renewed history as a faithful 'witness' to Yahweh her redeemer
My Father as a Lifelong Servant-Leader
No full textThe author presents a case study of his father, a teacher and businessman, as a lifelong servant-leader.Potter, J. (2018). My father as a lifelong servant-leader. International Journal of Servant-Leadership, 12, 229-244
The Puzzles and Paradoxes of Europeanisation - Lessons from the Scottish Experience
No full text[Introduction]. In recent studies of Europeanisation the word ‘puzzle’ has proved to be a frequent visitor. In essence, this puzzle is seen to revolve around the belief that while membership of the European Union (EU) has wrought tremendous impact upon the shape and direction of national policies and policy processes, the impact upon the bureaucratic infrastructure of domestic government systems has by comparison been somewhat limited. Of late, however, a means of resolving this puzzle has been put forward. In short, the preoccupation of historical-institutionalist analysis with largely structural, institutional and procedural-based aspects of change may, it is argued, have led to the apparently divergent or contradictory paths taken by the respective policy-related and bureaucratic-administrative forms of Europeanisation. A less puzzling interpretation of developments might flow if, in addition to the purely institutionalist perspective, more attention were to be focused upon broader cultural factors and the role played by individuals within the context of bureaucratic adaptation processes. This paper attempts to follow the latter course by drawing on a historical-based study of the long-term impact of bureaucratic Europeanisation on a government department across a period of some twenty-five years. The focus is upon the relative depth of Europeanisation experienced in that particular case and the extent to which that Europeanisation was in fact influenced not only by structural and procedural aspects of the UK administrative system but also by cultural, actor-based and departmental-specific factors
Greenleaf on Servant-Leadership: Who Is the Servant-Leader?
No full textRobert K. Greenleaf coined the term servant-leadership in his seminal 1970 essay, The Servant as Leader. The servant-leader concept has had a deep and lasting influence over the past three decades on many modern leadership ideas and practices. Greenleaf spent his first career of 40 years at AT&T, retiring as director of management research in 1964. That same year Greenleaf founded The Center for Applied Ethics (later renamed The Greenleaf Center for Servant-Leadership). He went on to have an illustrious 25-year second career as an author, a teacher, and a consultant. Greenleaf, who died in 1990, was the author of numerous books and essays on the theme of the servant as leader. His available published books now include The Servant-Leader Within (2003), Servant-Leadership (2002, 1977), The Power of Servant-Leadership (1998), On Becoming a Servant-Leader (1996), and Seeker and Servant (1996), along with many other separately published essays that are available through The Greenleaf Center
Greenleaf on Servant-Leadership: Who Is the Servant-Leader?
No full textRobert K. Greenleaf coined the term servant-leadership in his seminal 1970 essay, The Servant as Leader. The servant-leader concept has had a deep and lasting influence over the past three decades on many modern leadership ideas and practices. Greenleaf spent his first career of 40 years at AT&T, retiring as director of management research in 1964. That same year Greenleaf founded The Center for Applied Ethics (later renamed The Greenleaf Center for Servant-Leadership). He went on to have an illustrious 25-year second career as an author, a teacher, and a consultant. Greenleaf, who died in 1990, was the author of numerous books and essays on the theme of the servant as leader. His available published books now include The Servant-Leader Within (2003), Servant-Leadership (2002, 1977), The Power of Servant-Leadership (1998), On Becoming a Servant-Leader (1996), and Seeker and Servant (1996), along with many other separately published essays that are available through The Greenleaf Center. This short excerpt from Greenleaf\u27s essay The Servant as Leader contains an essential understanding of the origin of the term and definition of servant-leader. Here Greenleaf relates how his reading of Hermann Hesse\u27s Journey to the East led to his developing the servant-as-leader terminology
Dynamics of attentional focusing in the Eriksen flanker task (Servant & Logan, 2019)
No full textThis project contains the codes of the experiments and the behavioral data from the paper
Greenleaf on Servant-Leadership: An Inward Journey
No full textRobert K. Greenleaf coined the term servant-leadership in his seminal 1970 essay, The Servant as Leader. The servant-leader concept has had a deep and lasting influence over the past three decades on many modern leadership ideas and practices. Greenleaf spent his first career of 40 years at AT&T, retiring as director of management research in 1964. That same year Greenleaf founded The Center for Applied Ethics (later renamed The Greenleaf Center for Servant-Leadership). He went on to have an illustrious 25-year second career as an author, a teacher, and a consultant. Greenleaf, who died in 1990, was the author of numerous books and essays on the theme of the servant as leader. His available published books now include The Servant-Leader Within (2003), Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness (2002, 1977), The Power of Servant-Leadership (1998), On Becoming a Servant-Leader (1996), and Seeker and Servant (1996), along with many other separately published essays that are available through The Greenleaf Center. This essay titled The Inward Journey from Greenleaf\u27s Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness contains an elegant, artistic look at the nature of the servant-leader. Here Greenleaf relates how his reading Robert Frost\u27s poem, Directive, deepened his understanding of the courageous nature of the servant as leader
Using servant leadership to become a healthy church, 2016
No full textThe purpose of this project was to introduce servant leadership within the Fruitland /Allen Charge to encourage healthy leadership skills within the church. We worked on developing a leadership style, which included more people in making decisions, improving listening skills, working together as a better unit and empowering others to see their potential for being leaders. We started the process with ten members of the Bible study class. These ten people also took the Trinity Western University Servant Leadership Self-Assessment tool. Only three persons demonstrated the qualities of a servant leader, however, the others scored high on leadership, but just not servant leaders. The session began with reading and studying of Mark 8-10. We learned servant leadership is a mandate from God given to Jesus and taught to the disciples that they are first servants of God. We also did a Bible study on the book Spiritual Leadership Principles of Excellence for Every Believer by J. Oswald Sanders. We also learned to change the leadership style of pastor and membership will take time because servant leadership is a style of leadership developed over time and persons must make a conscious effort to change their leadership style. This pastor received a new outlook on ministry and found new techniques were not the answer. This pastor needed more of an understanding of how small churches in rural areas work and the importance history of a church and members. Change is possible but it takes a lot of prayer and time. Our prayer warriors have become a significant importance within the church. When this pastor heard the call into ministry, there were doubts about being a leader. God placed upon this pastor heart the spirit to be the best servant for God and everything else will work out. As this pastor labored for an idea for a dissertation once again God placed a desire to be the best servant you can be, so this pastor decided to Write on servant leadership
Eagle Scouts and Servant Leadership
No full textThis qualitative case study explores whether Eagle Scouts are servant leaders. Eagle Scout is the highest rank in the Boy Scouts of America. Only five percent of all boys who join Scouting attain Eagle, a mere one tenth of one percent of all boys this age in the United States. Despite this, Eagle Scouts are found in much higher percentages among astronauts, in the military academies, and in Congress. Sendjaya, Sarros, and Santora’s (2008) model is used to measure six characteristics of servant leadership. Narrative and phenomenological research are conducted through personal interviews by the author and from Townley (2007). Recommendations are given for further investigation into Eagle Scouts and servant leadership
Servant leadership in a large South African business organization
No full textThis report discusses a research project undertaken to investigate servant leadership and examine the extent to which its associated behaviours are implemented within two departments of a large South African petrochemical company, and how the mean scores for respondent’s perceptions on the degree to which their direct supervisors practice servant leadership behaviours correlate with perceptions of interpersonal trust and passive management-by-exception. Based on the results of extensive research conducted on servant leadership over the past 40 years, it is clear that this leadership philosophy has a strong grounding in ethics, with its value placed upon people based on their inherent humanity and beyond their utilitarian worth to businesses in meeting their objectives. The author hypothesizes that one of the departments investigated (SSSS) does experience a high prevalence of servant leadership behaviours, based on the high levels of employee engagement prevalent within this department according to a recent survey, and that the other department (GSS) does not experience a high prevalence of servant leader behaviours. Both departments were found to have a moderate level of servant leader behaviours, but neither was found to be servant led. The author also investigates the possible relationship between servant leadership and interpersonal trust (as measured by Nyhan and Marlowe’s OTI) and servant leadership (SL) and passive management-by-exception (MBEP) (as measured by Avolio and Bass’s MLQ). The author uses Sendjaya et al.,’s SLBS to measure servant leadership. A moderate negative relationship was found between SL and MBEP and a moderately strong positive relationship between SL and interpersonal trust.M.B.L.Graduate School of Business Leadershi
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