[翻譯] Ten Principles of Servant Leadership 服務型領袖的十個守則

參考資料:http://www.butler.edu/volunteer/resources/principles-of-servant-leadership/

Ten Principles of Servant Leadership

奴隸領袖(服務型的領袖)的十個守則

By Robert Greenleaf

  1. Listening – Traditionally, leaders have been valued for their communication and decision making skills. Servant-leaders must reinforce these important skills by making a deep commitment to listening intently to others. Servant-leaders seek to identify and clarify the will of a group. They seek to listen receptively to what is being said (and not said). Listening also encompasses getting in touch with one’s inner voice, and seeking to understand what one’s body, spirit, and mind are communicating. 聆聽 – 傳統來說領導者的價值是在溝通技能與決策技能。奴隸領袖必須藉由深深地奉獻聆聽團員的心思來加強這個技能。奴隸領袖必須分辨團隊的願望,分辨甚麼被說了出來,甚麼沒有說出來。聆聽必須接觸到團員的內心,身心靈都完全的溝通。
  2. Empathy – Servant-leaders strive to understand and empathize with others. People need to be accepted and recognized for their special and unique spirit. One must assume the good intentions of coworkers and not reject them as people, even when forced to reject their behavior or performance. 同理心 – 奴隸領袖試著去了解與同情其他成員。成員都喜歡被接受及認可為特別與唯一的角色。必須把成員認為是願意工作的同夥,不要像一般人一樣否定他們,即便他們表現不好的時候也一樣。
  3. Healing – Learning to heal is a powerful force for transformation and integration. One of the great strengths of servant-leadership is the potential for healing one’s self and others. In “The Servant as Leader", Greenleaf writes, “There is something subtle communicated to one who is being served and led if, implicit in the compact between the servant-leader and led is the understanding that the search for wholeness is something that they have." 療癒 – 學著去照顧是促成轉變與整合的強大力量。奴隸領袖的強大能力之一就是發揮自己潛能去治療其他人的內心。Greenleaf 在<領袖般的僕人>一書中說道:對一個人來說到底是被服務還是被領導其實是很微妙地,從服務跨到領導的彼岸就是找到成員已經擁有的那些能力。
  4. Awareness – General awareness, and especially self-awareness, strengthens the servant-leader. Making a commitment to foster awareness can be scary–one never knows that one may discover! As Greenleaf observed, “Awareness is not a giver of solace – it’s just the opposite. It disturbed. They are not seekers of solace. They have their own inner security." 察覺 – 一般所說的察覺,特別是自覺,會協助奴隸領袖。承諾會自覺聽起來很不可思議-一個人卻永遠不知道自己的極限!就如同Greenleaf 所觀察到的:自覺並不是由安慰所造成。剛好相反。自覺並不是透過關心才找到。那是種由內發出的安全感。
  5. Persuasion – Servant-leaders rely on persuasion, rather than positional authority in making decisions. Servant-leaders seek to convince others, rather than coerce compliance. This particular element offers one of the clearest distinctions between the traditional authoritarian model and that of servant-leadership. The servant-leader is effective at building consensus within groups. 說服 – 比起在做決策時的散發權威,其實奴隸領袖是不斷地說服其他人,奴隸領袖說服其他人,而不是強迫他人遵守規定。這件事成為傳統授權的領導模式與奴隸領袖的關鍵差異。奴隸領袖是有效率地創造共識。
  6. Conceptualization – Servant-leaders seek to nurture their abilities to “dream great dreams." The ability to look at a problem (or an organization) from a conceptualizing perspective means that one must think beyond day-to-day realities. Servant-leaders must seek a delicate balance between conceptualization and day-to-day focus. 築夢 – 奴隸領袖會想辦法培養描繪夢想的能力。從一個抽象的角度來看問題或組織,而跳脫日常的現實與壓力。奴隸領袖必須平衡夢想與現實的界線。
  7. Foresight – Foresight is a characteristic that enables servant-leaders to understand lessons from the past, the realities of the present, and the likely consequence of a decision in the future. It is deeply rooted in the intuitive mind. 預知 – 預知是奴隸領袖從過去經驗,現在環境,未來可能決策綜合培養來的能力,那會產生一種直覺式的心理模式。
  8. Stewardship – Robert Greenleaf’s view of all institutions was one in which CEO’s, staff, directors, and trustees all play significance roles in holding their institutions in trust for the great good of society. 願景 – Greenleaf認為所有組織都是希望相信他們的執行長可以將他們的組織變為一個更好的社會。
  9. Commitment to the Growth of People – Servant-leaders believe that people have an intrinsic value beyond their tangible contributions as workers. As such, servant-leaders are deeply committed to a personal, professional, and spiritual growth of each and every individual within the organization. 成長 – 奴隸領袖相信人們能夠比起他們日常貢獻發揮地更多。因此奴隸領袖會承諾把組織內部每一個成員變得更好,更專業,心靈上更滿足。
  10. Building Community – Servant-leaders are aware that the shift from local communities to large institutions as the primary shaper of human lives has changed our perceptions and has caused a feeling of loss. Servant-leaders seek to identify a means for building community among those who work within a given institution. 建立社群 – 奴隸領袖知道從小團體變為大組織會帶來價值觀的改變與失落感。奴隸領袖會尋求方法在組織內部建立社群。

 

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