Servant leadership

Servant Leadership in Police Organizations Student’s Name Institutional Affiliations Course Professor Date Abstract Servant leadership exhibits a guiding viewpoint where the key objective of persons in control is to serve. Servant leader’s envoy power, give superiority to the welfares of workforces, and help workers general and augment their routine. Many organizations have prospered in employing “servant leadership” today, and a necessity has arisen to utilize it in police organizations. This paper pursues to compare and contrast traditional leadership and servant leadership to classify their benefits and pitfalls in police organizations. The goal is to explore how “servant leadership” can be implemented in police organizations and classify how such implementation might lead to cultural change.   Servant Leadership in Police Organizations Leaders in law enforcement today encounter possibly one of the most boisterous times in policing. On a big-picture degree, police administrations are feeling an augmented burden to reevaluate their practices whereas balancing developing technological, and cultural contexts. At a personal level, police officers themselves are joining the field with new prospects about what it necessitates to be an officer and how they wish to be led. Great man theory, also identified as the trait theory, proposes that good leaders are born instead of learning through involvement, education, and mentorship. However, thanks to police administration, police leaders are discovering the skills they require to be operative in their roles. Today, police governance is changing from traditional leadership that stresses hierarchy, superiority, and command to servant leadership, which provides a transformative method with a goal to serve others. This paper aims to compare and contrast traditional leadership traits with servant leadership traits, examine the implications of servant leadership in police organizations, and propose a plan for employing such change. Comparing Leadership Traits Traditional Leadership Traits Traditional leadership comprises the idea that “leaders are born and not made” (Wolor et al., 2021). They are often born with specific gifts and abilities that make them diverse from other individuals within society. Research shows that leaders have a natural capability to lead and inspire others over their appeal, persuasion, authority, and intelligence (Wolor et al., 2021). Such traits are not distinctive in all individuals, but they can be advance with time through practice and exercise. Traditional leader involves individuals who hold the power to lead or impact a group or organization towards a specific goal or course of action. They hold the rule to make choices on behalf of a group or individuals deprived of referring to anyone else. Research by Collins (2016) points out effective leaders are vicious and decisive. They are able to set a clear and compelling direction for the organization and hold the ability to make timely and effective decisions. Collins states that "leaders of companies that go from good to great start not with where but with who” (Collins, 2016). This means that leaders start by getting the right individuals on their team, “the wrong people off their team, and the right individuals in the right positions” (Collins, 2016). They then stick with such discipline, which includes the people, then the direction, and stick with it no matter the circumstances. Traditional leaders also motivate their subordinates to realize common goals. They are confident with their position, showcasing resilience and self-assurance. Servant Leadership Traits Modern organizations today are experiencing a rapid shift away from traditional repressive and classified leadership models and toward servant leadership as means to connect with others. Research describes servant leadership as a model that seeks to engage others in decision-making (Pawar et al., 2020). This leadership style is founded on ethical and caring behaviour and improves the development of employees while supporting the quality of organizational life. “Servant-leader is servant first, and it starts with the accepted sensitivity that an individual wants to lead” (Pawar et al., 2020). Mindful choice leads one to aspire to take on a leadership role. Robert Greenleaf managed to bring out various traits of a servant leader (Pawar et al., 2020). Traits such as listening, empathy, and healing are fundamental among servant leaders. Leaders have often been traditionally valued for their ability to communicate and make correct decisions. Even though such skills are important among servant leaders, they require to be strengthened by deep dedication to hearing closely to others. Servant leaders strive to comprehend and sympathize with others. Research identifies that the healing of relations is an influential force for change and incorporation (Pawar et al., 2020). The utmost strength of serval leadership is the capability to heal one's self and one's association to others. Greenleaf, in his work, states, "There is something subtle communicated to one who is being served and led if, implicit in the compact between servant-leader and led, is the understanding that the search for wholeness is something they share” (Pawar et al., 2020). Other qualities of servant leadership comprise consciousness, persuasion, conceptualization, and foresight. General awareness, particularly self-awareness, reinforces the servant-leader. Research shows that awareness helps people comprehend ethical issues within their roles (Pawar et al., 2020). Reliance on persuasion instead of one's position of power and decision-making in an organization are also important traits for servant leadership. Greenleaf provided that servant leaders seek to convince others instead of using coercive compliance. Such elements offer a crucial distinction from the traditional authoritarian model. Conceptualization comprises the capability to look at an issue or an “organization from” a theorizing view, indicating that leaders have to think beyond the daily realities (Pawar et al., 2020). This trait is closely related to foresight, which includes the capability of a servant leader to comprehend the pats teachings, the authenticities of the current, and the expected consequences of a choice for the future. Comparison and Contrast Similarities Even though traditional leadership and servant leadership depict distinct strategies for leadership, they are not necessarily mutually exclusive. For instance, both approaches value integrity and ethical behaviour (Zulkifli et al., 2021). Their revelation and prudence are vital in methods, ensuring leaders direct their teams towards shared and continuing goals. In both traditional and servant leadership, liability and stewardship highlights the caretaking for the group and its memberships (Pawar et al., 2020). Therefore, many administrations might show elements of comparable paradigms ...