· possess the ability to think through issues and solve problems;
· remove barriers and get things done;
· use clear communication that eliminates guesswork;
· have an inner drive and love to work;
· inspire people;
· assume responsibility and, conversely, share or delegate
power; and
· have integrity, honesty and a strong character.
Leaders, not managers, grow business. Managers search for excellence. Leaders know exactly where it is. Welch said the following of servant leadership: (Hutcheson p. 2)
“I simply dislike the traits that have come to be associated with managing--controlling, stifling people, keeping them in the dark, wasting their time on trivia and reports. Breathing down their necks.”
“You have to get out of their way and let them grow by allowing them to win, and reward them when they do.”
“The word ‘manager’ has too often come to be synonymous with control--cold, uncaring, button-down, passionless. I never associate passion with the word manager, and I have never seen a leader without it.”
By observing examples of servant leadership and of traditional leadership and their different results, it is the servant leaders and the organizations they will serve that will prosper.
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