000			04025cam a2200421 i 4500
001			ocm49902845
003			OCoLC
005			20240726100247.0
008			020504s2002 nyu 001 0 eng
010			_a2002007618
020			_a9780809105540
035			_a(OCoLC)49902845
040			_aDLC _beng _erda _cDLC _dBAKER _dYDXCP _dOCLCQ _dBTCTA _dNOR _dOCLCG _dTEF _dDEBBG _dHNW _dDEBSZ _dALAUL _dBDX _dKMS _dOCLCF _dMJO _dBEDGE _dOCLCO _dWRA
049			_aSGEM
050	0	4	_aHM1261.S476.S478 2002
050	0	4	_aHM1261
100	1		_aGreenleaf, Robert K, _e1
245	1	0	_aServant leadership : _ba journey into the nature of legitimate power and greatness / _cessays by Robert K. Greenleaf ; edited by Larry C. Spears ; foreword by Stephen R. Covey ; afterword by Peter M. Senge. _hPR
250			_a2fifth anniversary edition.
260			_aNew York : _bPaulist Press, _c(c)2002.
300			_ax, 370 pages ; _c23 cm.
336			_atext _btxt _2rdacontent
337			_aunmediated _bn _2rdamedia
338			_avolume _bnc _2rdacarrier
504			_a4..
505	0	0	_aThe servant as leader -- _tThe institution as servant -- _tTrustees as servants -- _tServant leadership in business -- _tServant leadership in education -- _tServant leadership in foundations -- _tServant leadership in churches -- _tServant-leaders -- _tServant responsibility in a bureaucratic society -- _tAmerica and world leadership -- _tAn inward journey -- _tPostscript.
520	0		_aWith the publication of Servant Leadership in 1977, a new paradigm of management entered the boardrooms and corporate offices of America. Robert K. Greenleaf, a retired AT&T executive, proposed that service ought to be the distinguishing characteristic of leadership. Not only would it create better, stronger companies, he said, but business leaders themselves "would find greater joy in their lives if they raised the servant aspect of their leadership and built more serving institutions." In the quarter century since these ideas were first articulated, the notion of servant leadership has gained ever more disciples in business schools, among executives, in government and in public and private institutions. Greenleaf was among the first to analyze the qualities of leaders and followers--and the necessity for leaders to be attentive to the needs of others. In this respect the leader becomes a follower. Such a leader, said Greenleaf, constantly inquires whether "other people's highest priority needs are being served. Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?" The true leader is also a seeker--alert to new possibilities, open, listening and ready for whatever develops. True leadership, then, is an inner quality as much as an exercise of authority. The present volume originated as essays and talks treating servant leadership as a general principle and the way it has been lived by particular people. Sections of the book deal with leadership in education, in foundations, in churches, in bureaucracies, and with the role of the United States as a world leader. It closes with a spiritual reflection on Robert Frost's poem "Directive". The reflection, in Greenland's words, is "partly an acknowledgment of [Frost's] influence on me and partly a sharing with those who are the search for what I have now come to see as servant leadership, and who, sooner or later and in their own way, come to grips with who they are and where they are on the journey."
530			_a2
650		0	_aLeadership.
650		0	_aOrganizational effectiveness.
700	1		_aCovey, Stephen R., _eforeword.
700	1		_aSenge, Peter M., _eafterword.
907			_a.b11043817 _b05-16-15 _c01-22-08
942			_cBK _hHM _m2002 _e _i2018-07-14 _k0.00 _01
998			_acim _aswg _b05-15-15 _cm _da _e- _feng _gnyu _h0
994			_aC0 _bSGE
945			_g1 _i31923001081971 _j2 _lcimc _o- _p0.00 _q- _r- _s- -- _t61 _u10 _v6 _w10 _x0 _y.i11504584 _z01-22-08
999			_c13925 _d13925
902			_a1 _bCynthia Snell _c1 _dCynthia Snell