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Servant leadership is a leadership philosopy in which the goal of the leader is to serve. This is different from traditional leadership where the leader's main focus is the thriving of their company or organization. A servant leader shares power, puts the needs of the employees first and helps people develop and perform as highly as possible. [1]
In 1970 Greenleaf published his first essay, titled "The Servant as Leader", which introduced the term "servant leadership". Later, the essay was expanded into a book, which is perhaps one of the more influential management texts yet written. The Servant Leadership movement was born. Of his philosophy, Robert Greenleaf wrote in "Essentials",
A great leader takes people where they don’t necessarily want to go, but ought to be.” — Rosalynn Carter “The exercise of true leadership is inversely proportional to the exercise of power.”
Followership are the actions of someone in a subordinate role. It may also be considered as particular services that can help the leader, a role within a hierarchical organization, a social construct that is integral to the leadership process, or the behaviors engaged in while interacting with leaders in an effort to meet organizational objectives. [1]
Love leadership is a philosophy of leadership based on Biblical agape (love), as described in 1 Corinthians 13. The primary tenet expects that leaders should love those they serve as leader . Love leaders work toward ideal relationships in which leaders and followers exhibit Biblical love for one another.
"At its heart is the leader's self-awareness, his progress toward self-mastery and technical competence, and his sense of connection with those around him. It's the inner core, the source, of a leader's outer leadership effectiveness." (Scouller, 2011). The idea is that if leaders want to be effective they must work on all three levels in parallel.
She quotes from Edith A. Rusch's The Social Construction of Leadership: From Theory to Praxis (1991):...writings and lectures by Mary Parker Follett from as early as 1927 contained references to transformational leadership, the interrelationship of leadership and followership, and the power of collective goals of leaders and followers (p. 8).
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