Personal Model of Leadership
Values Representing the Four Levels
Individual- Intellectual
Inter-personal- Broadmindedness
Organizational-People development
Societal- Wisdom
Leadership Behaviors and Actions that Result from Selected Values
Intellect
Intellect is a personal trait, but it is useful in creating servant leaders who are useful to themselves and their organization or community. One of the servant leadership behaviors associated with intellectual leaders is emotional intelligence, the ability to recognize one’s own feelings and those of the people surrounding them (Dirk Van Dierendonck & Patterson, 2010). To that end, emotionally intelligent leaders can manage their feelings and those of the people around them. When faced with a frustrating situation, emotionally intelligent leaders will not express frustration at their colleagues but apply it to problem-solving. Another positive behavior associated with intellectual leaders is perseverance. Such leaders do not let any challenges they encounter along the way prevent them from achieving their goals.
Thirdly, intelligent leaders display a high degree of positivity even when they face difficult situations. That does not necessarily mean that they do not recognize the severity of the challenges they are undergoing, but they choose to face adversity with a great sense of positivity and the hope that things will get better (Dirk Van Dierendonck & Patterson, 2010). Intellectual leaders also maintain authenticity regardless of the situation they are facing. Such leaders will embrace integrity even when it is inconvenient to them and treat everyone fairly without partiality.
Hire our assignment writing services in case your assignment is devastating you.
Broadmindedness
Behaviors and actions associated with broad-minded leaders include perceptiveness, imagination, and curiosity. These behaviors are most applicable to situations that call for creativity and change (Dirk Van Dierendonck & Patterson, 2010). A broad-minded servant leader will listen to followers even when they think followers’ insights are not helpful. In an organizational environment, when an individual recognizes that their view is significant to their leaders, it triggers a sense of importance among the letter and motivates them to even strife to improve themselves.
Open-minded servant leaders are also characterized by extraversion, which includes being sociable, talkative, and active. To that end, the two main behaviors of open-minded leaders are sociability and ambition. Sociability enables servant leaders to meet new people with diverse experiences, who will, in turn, trigger the leaders to embrace new experiences over the status quo (Dirk Van Dierendonck & Patterson, 2010). One must be willing to talk to people and be friendly so as to encourage others to offer new information. On the other hand, ambition is all about being in an active search of new experiences and embracing them in their day-to-day activities. A leader may be sociable in interactive situations, but they may not implement new experiences if they lack ambition. That means sociability and ambition are mutually inclusive.
People Development
People development as a servant leadership trait applies to organizational-level interactions. A servant leader is always empathetic and pays attention to the individual attributes of the rest of the team (Krekeler, 2010). Through constant interaction, a good leader can discern the individual attributes of the people they work with and develop proper responsive behaviors that help them improve relationships with their team members. For instance, through constant interaction, a leader may discern that one of their team members does not welcome direct criticism. Instead of brushing off such a team member, a servant leader looks for effective ways of providing feedback for such members, like talking to them politely.
Also, a servant leader who values people development embraces collaborative working terms. Instead of passing instructions down to the rest of the team, they will instead give every member a chance to propose how they would like to handle tasks (Krekeler, 2010). To that end, there is a need to encourage flexibility when handling tasks, including allowing individual team members to handle tasks at a time that suits them most.
Wisdom
Behaviors associated with wise leaders include having the right speech, actions, livelihood, and effort. To that end, wise servant leaders approach societal issues with love, discernment, and inspiration (Krekeler, 2010). In order to cast the right frequencies to the rest of the community, servant leaders should exhibit positive behaviors that are short of anxiety and fear. For instance, a corporate leader who constantly interacts with members of the community needs to express positivity by always showing a positive attitude.
Meaning and Purpose of the Selected Values
Intellect
According to Dirk Van Dierendonck and Patterson (2010), a leader’s intellect refers to how they handle stress, chaos, anger, and fear. These attributes are within themselves and impact how leaders carry themselves, whether at the workplace or in day-to-day situations. One of the primary purposes of having above-average intellect is that it fosters contentment. A person who embraces contentment is often characterized by having a positive view of themselves, which encourages those they interact with to embrace similar attributes. The commitment of an intellectual person does not depend on external factors such as justice, avoidance of suffering, or physical health. The purpose of exhibiting intellect is to attain an immediate turn toward self-transcendence.
Broadmindedness
Broadmindedness refers to accepting other people’s points of view, particularly those who are different from our own. The purpose of having an open mind is to discern new ways of doing things apart from the status quo (Dirk Van Dierendonck & Patterson, 2010). While listening to alternative solutions, the goal is to find innovative alternatives to improve future processes. The value is most applicable in the creative industry, which often calls for improved processes and thinking. For instance, writing is a fast-evolving process, hence the need to embrace new ways of approaching it every time.
People Development
People development refers to having the vision to inspire others on how things may be done better. To that end, servant leadership focuses on the leader-follower model, whereby the leader puts the servant first. A servant leader must pay attention to the follower’s needs and seek to develop them to align with the organization’s needs. The example of an underperforming employee comes in to put the model into context. Instead of getting rid of such an employee, the servant leader should enroll them in a training program to help them enhance their performance.
Wisdom
According to Krekeler (2010), wisdom is understanding surroundings, anticipating consequences, and possessing the right height of knowledge and utility. The purpose of embracing wisdom as a servant leader is to offer the right frequencies to the people they interact with. As stated earlier, a wise servant leader is content with oneself and is not sentimental. One does not blame external circumstances for one’s shortcomings but focuses on improving themselves progressively. When such a leader interacts with anyone, whether team members or customers, they reflect positive frequencies. Such leaders also encourage others to be committed since they make them realize that most of their shortcomings are an outcome of their attitude.
References
Dirk Van Dierendonck, & Patterson, K. (2010). Servant Leadership: Developments in Theory and Research. Palgrave Macmillan.
Krekeler, L. A. (2010). The relationship between servant leadership behavior and individual personality style in New York Annual Conference United Methodist pastors.
ORDER A PLAGIARISM-FREE PAPER HERE
We’ll write everything from scratch
Question 
This is a two-part assignment. For assistance in completing this assignment, review “Creating a Personal Model of Leadership,” located in the topic Resources, and the completed “Rokeach Values Survey” assignment from Topic 2.
Personal Model of Leadership
Complete the first part of this topic and incorporate it into the second part, Benchmark – Personal Model of Leadership, in Topic 8.
To complete the first part of this assignment, select one value from each of the four levels of the “Rokeach Values Survey” that will provide the foundation of your model. You may utilize the template provided in the “Creating a Personal Model of Leadership” resource to visually organize your ideas in table form. The table will not be submitted as part of the assignment but can be utilized as a tool.
In 1,000-1,500 words, discuss the following:
1. Identify one value that represents each of the four levels: individual, interpersonal, organizational, and societal.
2. The leadership behaviors and actions that result from the selected values.
3. The meaning and purpose of the selected values.
All content sections of your assignment should have supporting citations to strengthen your claims. Include at least one in-text citation and at least one reference.
Prepare this assignment according to the guidelines found in the APA Style Guide, located in the Student Success Center.