Service Leadership
How Having a Calling Makes the Workplace More Effective
Business & Finance, Management & Leadership, Leadership, Business Reference, Management
| Author: | Richard J. Goossen, Theodore Roosevelt Malloch | ISBN: | 9781510735286 |
| Publisher: | Skyhorse | Publication: | April 3, 2018 |
| Imprint: | Skyhorse | Language: | English |
| Author: | Richard J. Goossen, Theodore Roosevelt Malloch |
| ISBN: | 9781510735286 |
| Publisher: | Skyhorse |
| Publication: | April 3, 2018 |
| Imprint: | Skyhorse |
| Language: | English |
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What will motivate an organization’s employees to be fully engaged in the corporate purpose? How can a company be more supportive of each individual’s pursuit of workplace meaning? Service Leadership answers these questions and more.
“Service leadership” is the recognition and cultivation of the varied interests and beliefs of employees on their quest for purpose at work. An organization will not get the most out of its staff unless it respects each individual’s framework for the pursuit of meaning, which is often done in the context of spirituality and religion. Service leadership takes many forms and is not the same for everyone. People can and want to learn how to become service leaders.
Service Leadership shows how these ideas can be implemented through a detailed framework. Extensive research confirms that organizations that do not address the existing core belief systems of employees will be disadvantaged in the marketplace. Interviews with top executives at organizations like Whole Foods, Facebook, Gloria Jean’s Coffee, and Costco shed light on how both companies and employees can utilize service leadership to find and keep meaning in the workplace, improving both job happiness and performance.
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What will motivate an organization’s employees to be fully engaged in the corporate purpose? How can a company be more supportive of each individual’s pursuit of workplace meaning? Service Leadership answers these questions and more.
“Service leadership” is the recognition and cultivation of the varied interests and beliefs of employees on their quest for purpose at work. An organization will not get the most out of its staff unless it respects each individual’s framework for the pursuit of meaning, which is often done in the context of spirituality and religion. Service leadership takes many forms and is not the same for everyone. People can and want to learn how to become service leaders.
Service Leadership shows how these ideas can be implemented through a detailed framework. Extensive research confirms that organizations that do not address the existing core belief systems of employees will be disadvantaged in the marketplace. Interviews with top executives at organizations like Whole Foods, Facebook, Gloria Jean’s Coffee, and Costco shed light on how both companies and employees can utilize service leadership to find and keep meaning in the workplace, improving both job happiness and performance.
