1. A New Dynamic: Servant-Leadership
Notes for Presenter:
Good morning (or afternoon),
Thanks for coming.
I’m Steve Robbins, Manager of Technical Communications and Translations, based out of St. Louis.
Today I’d like to present an introduction to a topic close to my heart and interest, and one that I feel has the potential to revolutionize our company—Servant-Leadership. I’ve been interested in the concept for quite some time, and am currently finishing up a Masters of Organizational Leadership from Gonzaga University—yes, for you basketball fans, the university that you see nearly every year in the Sweet Sixteen—with a competency in Servant-Leadership
Although a number of top companies have adopted Servant-Leadership as a model, for us it would be a New Dynamic
Presented by Steve Robbins, Manager of Technical Communications and Translations

2. What is leadership? Why leadership?
Leadership is a “process whereby intentional influence is exerted over other people to guide, structure, and facilitate activities and relationships in a group or organization” (Yukl)
Some have joked that, if no one is following, you aren’t a leader
Why leadership?
“Organizations as well as individuals have purposes and goals that carry with them moral obligations, and we hold organizations and institutions, as well as individuals, morally accountable” (Werhane)
We need good leaders to help us stay on track
Notes for Presenter:
Full references for quotes are found in the reference section at the end of the presentation.
The concept of leadership is often discussed. Simply speaking, leadership is a “process whereby intentional influence is exerted over other people to guide, structure, and facilitate activities and relationships in a group or organization” (Yukl, 2010, p. 3) Yukl is a recognized researcher in leadership studies
That is the “official” definition. Some have joked that if no one is following, you aren’t a leader! Truth to that…we’ll get to it.
That process of influence, direct or indirect (p.5) will take shape based on the leader’s core values, beliefs, and experience in a given situation. “There’s an ethical dimension to leadership that neither leaders nor constituents should take lightly ” (Kouzes & Posner, 2007, pp )
“Organizations as well as individuals have purposes and goals that carry with them moral obligations, and we hold organizations and institutions, as well as individuals, morally accountable” (Werhane, 2002, p. 35)
We need leaders to help us all stay on track

3. Types of Leadership Transactional leadership
Transactional is the lowest form of leadership.
It is simply an exchange of one thing for another
Examples?
Why would it be the lowest form of leadership?
Transformational leadership
“The transforming leader recognizes and exploits an existing need or demand of a potential follower. But, beyond that, the transforming leader looks for potential motives in followers, seeks to satisfy higher needs, and engages the full person of the follower. The result of transforming leadership is a relationship of mutual stimulation and elevation that converts follower into leaders and may convert leaders into moral agents” (Burns)
Transforming leadership builds trust which is at heart of credibility and the foundation of good leadership
Notes for Presenter:
Transactional leadership is simply a transaction: and exchange of one thing for another.
The nature of transactional leadership is to “approach followers with an eye to exchanging one thing for another” (Burns, 1978, p. 4), such as promotion for doing extra jobs at work, or money for getting good grades. In contrast to this,
Transforming leadership …is more potent. The transforming leader recognizes and exploits an existing need or demand of a potential follower. But, beyond that, the transforming leader looks for potential motives in followers, seeks to satisfy higher needs, and engages the full person of the follower. The result of transforming leadership is a relationship of mutual stimulation and elevation that converts follower into leaders and may convert leaders into moral agents (Burns, 1978, p. 4)
Notes:
Although transforming and transactional leadership both “have strong philosophical underpinnings and ethical components” (Bass & Steidlmeier, 1999, p. 181), transforming leadership “ultimately becomes moral in that it raises the level of human conduct and ethical aspiration of both leader and led, and thus it has transforming effect on both” (Burns, 1978, p. 20). This is not true of transactional relationships
Kouzes & Posner (2011) assert that trust is at the heart of credibility, and is the foundation of good leadership. Trust and credibility are built over time. Research shows that the number one answer people give to determine if a leader is credible and trustworthy is, “they do what they say they will do” (p ). Developing a corporate ethic could simply start there.

4. Transformational Leadership (Goal)
Power of transformational leadership
Transformational leaders recognize that “Leadership is not a person or a position. It is a complex moral relationship between people, based on trust, obligation, commitment, emotion, and a shared vision of the good” (Ciulla)
It is leadership that looks to build people up, help them achieve their potential
It looks to high universal principles and moral truths as guide
Transformational leaders develop strong moral authority—the most powerful kind of influence
“Natural” vs “Moral authority”
Natural authority is authority granted to an individual on the basis of position or power. E.g. A policeman has certain natural authority based on his position
Moral authority is authority that is given by the followers to the leader from their own volition
Examples of transformational leaders?
Notes for Presenter:
Transformational Leadership is the goal. We area after deep changes that transform lives.
“Leadership is not a person or a position. It is a complex moral relationship between people, based on trust, obligation, commitment, emotion, and a shared vision of the good” (Ciulla, 2004, p. xv)
Notes:
“Any situation in which ‘A’ objectively exploits ‘B’ or hinders his and her pursuit of self-affirmation as a responsible person is one of oppression” (Friere, 1993, p. 55).
“We hold these truths to be self-evident, that all men are created equal, that they are endowed by their Creator with certain unalienable Rights, that among these are Life, Liberty and the pursuit of Happiness” (U.S. Declaration of Independence, Paragraph 2, 1776)
The idea of God as author of the moral relationship no doubt sprang from their Judeo-Christian heritage which viewed humankind as having certain rights because of having been created in the image of God as described by Moses in the Pentateuch where it says, “Then God said, let us make man in our image and likeness” Genesis 1:26 (The New English Bible, 1972).
Although perhaps at one time basic moral human rights were solely recognized as having been bestowed by a Creator, they have since come in Western civilization to being recognized as universal principles. The contention is that “principles are not invented by us or by society; they are the laws of the universe…such basic principles as fairness, equity, justice, integrity, honesty, and trust” (Covey, 1991, p. 18). “At the highest stage of moral development persons are guided by near-universal ethical principles of justice such as equality of human rights and respect for individual dignity” (Burns, 1978, p. 42).
Work with the examples of transformation leaders – Gandi, Tutu, Mandela, Lincoln, etc

5. Servant-Leadership (Method)
Term coined by Robert Greenleaf
Describes a: transformational leader who’s first inclination is not to lead, but to serve others
“Serve-First” is key. Perhaps better, “Serve always, and lead”
Test of Servant-Leader
The best test, and difficult to administer, is this: Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And, what is the effect on the least privileged of society? Will they benefit or at least not be further deprived? (Greenleaf)
Another voice
The whole purpose of Servant-leadership is to promote a more caring society. As a profoundly relational choice serving-first is focused toward creating greater meaning and fulfillment, greater relational engagement, greater personal, group, organization, community transformation—in short greater personal and general human flourishing. (Horsman)
Examples of Servant-Leaders?
Notes for Presenter:
Servant-Leadership is the method best suited to effect transformational change.
Robert K. Greenleaf (1904–1990) was the founder of the modern Servant leadership movement and the Greenleaf Center for Servant Leadership
According to his essay, "Essentials of Servant Leadership", Greenleaf’s philosophy had its roots from reading a work of fiction in 1958: "The idea of the servant as leader came out of reading Hermann Hesse’s Journey to the East. In this story, we see a band of men on a mythical journey… The central figure of the story is Leo, who accompanies the party as the servant who does their menial chores, but who also sustains them with his spirit and his song. He is a person of extraordinary presence. All goes well until Leo disappears. Then the group falls into disarray and the journey is abandoned. They cannot make it without the servant Leo. The narrator, one of the party, after some years of wandering, finds Leo and is taken into the Order that had sponsored the journey. There he discovers that Leo, whom he had known first as servant, was in fact the titular head of the Order, its guiding spirit, a great and noble leader." His essay "Servant as Leader" inspires people all over the world.
A conceptual framework that is helpful for understanding servant-leadership is found in the “Ten Characteristics of the Servant-Leader” described by Larry Spears (1998). Spears distills Greenleaf’s (1977/2002) instrumental means into ten characteristics: listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth of people, and building community (pp. 3–6). It is important to note that these characteristics are not simply traits or skills possessed by the leader; a century of research has rejected what Bass and Stogdill (1990) referred to as an “approach [that] tended to treat personality variables in an atomistic fashion, suggesting that each trait acts singly to determine the effects of leadership” (p. 87). Rather, servant-leadership is an ethical perspective on leadership that identifies key moral behaviors that leaders must continuously demonstrate in order to make progress on Greenleaf’s (1977/2002) “best test.” The “best test,” which gives us the ethical ends for action, combined with Spears’ distillation of traits that identified the means, create a powerful framework for a review of the literature that furthers the conceptual framework for servant-leadership. Downloaded from
“The servant-leader is [emphasis by author] servant first…it begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader [emphasis by author] first” (Greenleaf, 2002, p. 27).
The following “test” is the most widely quoted by other authors
“The best test, and difficult to administer, is this: Do those served grow as persons? Do they, while being served [emphasis by author], become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And [emphasis by author], what is the effect on the least privileged of society? Will they benefit or at least not be further deprived?” (Greenleaf, 2002, p. 27)
“The whole purpose of Servant-leadership is to promote a more caring society. As a profoundly relational choice serving-first is focused toward creating greater meaning and fulfillment, greater relational engagement, greater personal, group, organization, community transformation—in short greater personal and general human flourishing. (Horsman, 2014, p. 11).

6. Servant-Leader guiding principles
Integrity: Becoming a person of character (inner dimension)
Integrity means (Merriam-Webster)
Firm adherence to a code of especially moral or artistic values, incorruptibility
an unimpaired condition : soundness
the quality or state of being complete or undivided : completeness
Integrity means choosing to always doing the right thing for the right reason and will only come if people are choosing to make decision based on strong universal moral principles
Authenticity: Consistently living a congruent life (outer dimension)
Authentic [transforming] leadership… implies a self-transcendence that comes only with genuine self-enlightenment, and that is the product of patient psychological reflection, or spiritual grace, or both. (Carey)
Service through passion: “Fundamental project,” fulfilling an overarching life purpose
A Servant-Leader knows what he/she is suited for, and serves in that capacity
Notes for Presenter:
Definition Integrity
The ability to lead authentically comes from a constant examination of one’s inner life, aligning it with timeless principles and truth, and then consistently living the outer life in harmony with it. Palmer calls this, living “divided no more” (Palmer, 2004, p. 9). “Authentic [transforming] leadership… implies a self-transcendence that comes only with genuine self-enlightenment, and that is the product of patient psychological reflection, or spiritual grace, or both” (Carey, 1999, p. 4) This is key. This type of leader, authentic, and guided by moral principles, is perfectly placed to become a transforming leader in which she is able to “engage with others in such a way that leaders and followers raise one another to higher levels of motivation and morality” (Burns, 1978, p. 20).
“The end toward which men strive in life is happiness. Happiness for each creature is found in the best possible performance of the function for which he is peculiarly adapted” (Aristotle, & Loomis, 1943, p.86)
“Fundamental Project”
The philosophical career of Jean Paul Sartre ( ) focuses, in its first phase, upon the construction of a philosophy of existence known as existentialism.
“In order to ground itself, the self needs projects, which can be viewed as aspects of an individual’s fundamental project and motivated by a desire for "being" lying within the individual's consciousness. The source of this project is a spontaneous original choice that depends on the individual's freedom. However, self’s choice may lead to a project of self-deception such as bad faith, where one’s own real nature as for-itself is discarded to adopt that of the in-itself. Our only way to escape self-deception is authenticity, that is, choosing in a way which reveals the existence of the for-itself as both factual and transcendent. For Sartre, my proper exercise of freedom creates values that any other human being placed in my situation could experience, therefore each authentic project expresses a universal dimension in the singularity of a human life.”
From:

7. Servant-Leader characteristics
Listening
Empathy
Healing
Awareness
Persuasion
Conceptualization
Foresight
Stewardship
Commitment to the growth of people
Building community
Notes for Presenter:
From Spears, L., & Lawrence, M., (2012). Focus on leadership, servant leadership for the twenty-first century. New York, NY: John Wiley & Sons, Inc
Top ten characteristics
Listening:
“The servant-leader seeks to identify the will of the group and to help clarify that will. He or she seeks to listen receptively to what is being said (and not said!). Listening also encompasses getting in touch with one’s own inner voice and seeking to understand what one’s body, spirit, and mind are communicating” (p. 5).
Empathy:
“People need to be accepted and recognized for their special and unique spirits” (p. 5).
Healing:
“One of the great strengths of servant-leadership is this potential for healing oneself and others…servant-leaders recognize that they have a n opportunity to ‘help make whole’ those with whom they come in contact” (p. 5).
Awareness:
“self-awareness, strengthens the servant-leader (p. 6). “’Awareness is not a giver of solace—it is just the opposite. It is a disturber and an awakener. Able leaders are usually sharply awake and reasonably disturbed. They are not seekers after solace. They have their own inner serenity” (p. 6).
Persuasion:
Servant Leaders have a “reliance on persuasion, rather than on one’s positional authority, in making decisions within an organization. The servant-leader seeks to convince others, rather than to coerce compliance” (p. 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” (p. 6).
Foresight:
“Closely related to conceptualization, the ability to foresee the likely outcome of a situation is hard to define but easy to identify…It is also deeply rooted within the intuitive mind. As such, one can conjecture that foresight is the one servant –leader characteristic with which one may be born. All other characteristics can be consciously developed” (p. 7).
Stewardship:
“…has defined stewardship as ’holding something in trust for another’…Servant Leadership, like stewardship, assumes first and foremost a commitment to serving the needs of others” (p. 7).
Commitment to the growth of people:
“Servant-leaders believe that people have an intrinsic value beyond their tangible contributions as workers. As such, the servant-leader is deeply committed to the growth of each and every individual within his or her institution. The servant-leader recognizes the tremendous responsibility to do everything within his or her power to nurture the personal, professional, and spiritual growth of employees” (p. 7-8).
Building community:
“The servant-leader senses that much has been lost in recent human history as a result of a shift in which large institutions, rather than local communities, have become the primary shapers of human lives. This awareness causes the servant-leader to seek to identify some means for building community among those who work within a given institution” (p. 8)

8. Will it work in business?
Examples of businesses who have formally adopted a Servant-Leadership model or if not formally stated as such, have policies closely aligned with Servant-Leadership
Southwest Airlines*
The Container Store*
Starbucks*
Men’s Wearhouse
10-yr study by researchers Sipe, J. W. & Frick, showed Servant-led companies have better bottom line
Stocks from the largest publically traded companies averaged a 10.8% percent pre-tax return
11 companies evaluated by Jim Collins in widely quoted business book, “Good to Great,” averaged 17.5%
Servant-led companies averaged 24.2%
* Have been called “Firms of Endearment,” companies which pay employees well, and have returned over 1025% over a 10 year period
Notes for Presenter:
Southwest has adopted formal Servant-leadership language and policies (Spears, & Lawrence, 2012, P. 124).
Speaking of Fortune magazine’s “100 Best” list: “over one-third of the companies on the 100 Best list were members or customers of the Greenleaf Center for Servant-Leadership” (p.125).
“Firms of Endearment”
“Firms od Endearment companies pay their employees very well, provide great value to customers, and have thriving, profitable suppliers. They are also wonderful for investors, returning 1025% over the past 10 years, compared to only 122% for the S&P 500 and 316% for the companies profiled in the bestselling book ;Good to Great’—companies selected purely on the basis of their ability to deliver superior returns to investors (Sipe, & Frick, 2009, p. 3)
About Mens’ Wearhouse”
“We have 17,000 overall employees. But the critical mass of our company does believe in the organization, trusts the organization, and in fact, the organization trusts its employees, and we both trust our customers. I think that is where it starts.” Founder, George Zimmer (Horn, 2009, p. 8)
The company’s website says, “we may sell clothes, but it’s the employees [emphasis by original author] that are the heart and soul of our business…there is no better road to success than to create and foster an environment in which our people can grow, prosper and flourish” (Palmieri, 2011, p. 1)
“Culturally our business is founded on a core set of values that include nurturing creativity, growing together, admitting to mistakes, promoting a happy and healthy lifestyle, enhancing a sense of community, and striving to become self-actualized people” (Palmieri, 2011, p. 1)
Founded and run by George Zimmer since 1973, Men’s Wearhouse has grown to become a multi-national company of nearly $2 billion in annual sales, setting its goal to being a suit supplier to “middle and upper-middle income men” (Men’s Wearhouse Inc, 2007) who are “primarily need based and looking for the reliable retailer who understands their needs and provides quality merchandise with a pleasant satisfying experience free of hype and attitude” (P. 13).
About Southwest Airlines:
Good video
Good background info:
About 10-yr study:
By: Sipe, J. W. & Frick, D. M. (2009). Seven pillars of servant leadership: Practicing the wisdom of leading by serving. New York: Paulist Press (pp.2-4)
Used Collin’s measurements
Ended in 2005

9. Envision our company led by Servant-Leaders
What would Intelligrated be like if everyone became a Servant-Leader?
What would the atmosphere, the climate be like?
How would the culture change?
What would be the effect on:
Employees?
Families of employees?
Clients?
Suppliers?
Company Stockholders?
Community?
Global?
Notes for Presenter:
After having gone thorough the presentation so far, engage the listeners to see if they are comprehending the concept. LISTEN to them!!
Allow plenty of time for them to wrestle with the concept as the struggle is not easy.
Ask questions that keep them engaged in the struggle. Don’t give them answers easily. This is CRITICAL to the next step (slide). They must grasp the basic concept. Go back and review if necessary before going on.

10. Suggested Strategy to develop Servant-Leaders
Focus on long-term change. Not simply a plan or program.
Meet as an initial core team to study and discuss Servant-Leadership
Read recognized books on Servant-Leadership
Hess: Journey to the East
Greenleaf: Servant Leadership
Spears: Focus on Leadership
Palmer: A Hidden Wholeness
Study companies which have adopted a Servant-Leadership model
Watch movies emphasizing strong Servant-Leaders
Collectively develop a strategy to introduce Servant-Leadership
Develop symbols and metaphors to help reframe the corporate situation
Present concepts to a broader audience through HR’s existing “lunch and learn” program
Hold advanced seminars on the subject
Celebrate accomplishments of Servant-Leaders
Monitor effects of introducing Servant-Leadership in terms of sales, atmosphere, morale, etc
Re-strategize as vision grows
Notes for Presenter:
This is truly a “suggested” strategy only from the standpoint of recognizing the possibility of developing a strategy. A true strategy must develop organically from within.
Robert K. Greenleaf’s “idea of the servant as leader came out of reading Hermann Hesse’s Journey to the East Downloaded from
On Symbols:
“Symbols carry powerful intellectual and emotional messages; they speak to both the mind and heart” (Bolman & Deal, 2010, p. 248). Over time, use of symbols will “shape an organization’s unique identity and character. (p. 278)
Use of imagery, theater, and gamesmanship and important related aspects of symbolic management (Morgan, 1997, p. 189). “Many successful managers and leaders are aware of the power of evocative imagery and instinctively give a great deal of attention to the impact their words and actions have on those around them” (p. 189). Note: Morgan (1997) has a great chart describing successful female and male strategies (pp ).
Suggested starter books:
Greenleaf, R. K. (1998). The power of Servant Leadership. San Francisco: Berrett-Koehler. ISBN-10: Hesse, H. (1988). (Hilda Rosner -Trans.). The journey to the East. New York: Noonday Press. ISBN #
Greenleaf, R. K. (2002). Servant leadership: A journey into the nature of legitimate power and greatness. New York: Paulist Press. ISBN#
Palmer, P., (1998). The courage to teach, exploring the inner landscape of a teacher’s life. San Francisco, CA: Jossy-Bass.
Spears, L. C. & Lawrence, M. (2002). Focus on leadership: Servant-leadership for the twenty-first century. New York: John Wiley & Sons. ISBN:
Thompson, M. C. (2000). The congruent life. Hoboken: Jossey-Bass. ISBN:
Greenleaf, R. K. (1998). The power of Servant Leadership. San Francisco: Berrett-Koehler. ISBN-10:
Sipe, J. W. & Frick, D. M. (2009). Seven pillars of servant leadership: Practicing the wisdom of leading by serving. Mahwah, NJ: Paulist Press. ISBN # 13:
Good movies:
Eastwood, C. (director). (2009). Invictus. USA: Warner Bros.
Sargent, J. (director). (January, 2005). Something the lord made. USA: Warner.
Joffe, R. (director). (1986/2003). The mission. USA: Warner.

11. Help create a new dynamic at Intelligrated: Servant-Leaders!
Challenge
Know that change doesn’t come easily
Understand that opposition is the first step to a way of movement
Focus on long-term change. Not simply a plan or program. It is a life-style and attitude.
Reward? There is nothing better than to be a strong transforming moral agent who serves others. The way to do that is by being a Servant-Leader
Help create a new dynamic at Intelligrated: Servant-Leaders!
Notes for Presenter:
Change:
leadership is typically not capable of making the change on its own (Friere, 1993), It will require external influence
Opposition:
Good leadership recognizes and uses conflict and tension to further proper goals (Burns, 1978). Transforming leadership is aware that when oppressive structures are challenged, there will be opposition, but at the same time will also create a way of movement to change (Palmer, 2007). This leadership recognizes that “resistance is…the place where everything begins, not ends” (Palmer, 2007, p. 171)
“all contemporary theories in social psychology would probably agree that a necessary prerequisite to cognitive change is the presence of some state of imbalance” (pp ). “Since a person’s…values, ethics and morality is being challenged in the process of transformative change, some kind of outside influence, guidance, or leadership is needed to help the person…gain a new moral perspective” (Burns, 1978, p. 42).
One of my favorite quotes – use as appropriate—Perhaps ending with Servant-Leadership is about love for humankind and power to forgive past and move forward. “Power in the context of love, is not power over others, or the power to enforce, but the power with others and power for others [emphasis by author]. In this sense, forgiveness and power go hand in hand with a servant way of life. Power then is not only the power to forgive, but the power to evoke in others the tenacity to respond to darkness with light, to respond to evil with good, and to respond to hatred with love. (Ferch, 2012, p. 7)

12. Servant-Leaders-in-Training!
THANKS
Servant-Leaders-in-Training!
Notes for Presenter:
Comment on the fact that the process to develop skills as Servant-Leader are never perfected, so we rightfully are Servant-Leaders-in-Training.

13. References
Aristotle, & Loomis, L. R. (1943). On man in the universe: Metaphysics, parts of animals, ethics, politics, poetics. New York, NY: Pub. for the Classics club by W. L. Black.
Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. Leadership Quarterly, 10(2), 181.
Bolman, L. & Deal, T. (2008). Reframing organizations: artistry choice, and leadership (4th ed.). San Francisco, CA: Jossey-Bass.
Burns, J. M., (1978). Leadership. New York, NY: Harper & Row
Carey, M.L. (1999). Hereclitean fire: Journeying on the path of leadership (Part four: Two options). Dubuque, IA: Kendall/Hunt. Retrieved June 14, 2011 from
Notes to Presenter:
Hide the reference slides, or make sure to put a blank slide after the “Thanks” page.

14. References (continued)
Ciulla, J. B., (2004). Ethics, the heart of leadership. Westport, CT: Praeger Publishers
Covey, S. R., (1991). Principle-centered leadership. New York, NY: Fireside
Ferch, S. R. (2012). Forgiveness and power in the age of atrocity : servant leadership as a way of life. Lanham, Md.: Lexington Books.
Freire, P., (1993). Pedagogy of the oppressed. New York, NY: Continuum International Publishing Group.
Greenleaf, R. (2002). Servant leadership, a journey into the nature of legitimate power & greatness. Mahway, NJ: Paulist Press
Horn, B., (2009). Dressed for Success. Smart Business Houston, June 2009, 3 (12), pp Retrieved September 18, 2011, from

15. References (continued)
Horsman, J., (2014). Foundations of servant leadership, school of professional studies, Gonzaga University, ORGL 520 course notes: chapters one and two. Downloaded September 3, 2014 from ORGL530_A1_12031_FA14_ImportedContent_ /M1%20Foundations%20Introduction%20to%20Servant%20Leadership%202014%281%29.pdf
Kouzes, J., & Posner, B.,(2007). The leadership challenge. (4th ed.). San Francisco, CA: John Wiley & Sons
Kouzes, J. M., & Posner, B. Z. (2011). Credibility : how leaders gain and lose it, why people demand it. San Francisco: Jossey-Bass Publishers

16. References (continued)
Men’s Wearhouse Inc Company Profile, Datamonitor, June 13, Retrieved Sept 16, 2011, from
Morgan, G., (1997). Images of Organization. Thousand Oaks, CA: SAGE Publications, Inc.
Palmer, P., (2004). A hidden wholeness. San Francisco, CA: Jossy-Bass
Palmieri, J., (2011). Creating a Culture of Fun and Fulfillment. WWD: Women’s Wear Daily, June 2, 2011, 201 (113), p. 14c-1. Retrieved September 18, 2011 from

17. References (continued)
Sipe, J. W. & Frick, D. M. (2009). Seven pillars of servant leadership: Practicing the wisdom of leading by serving. New York: Paulist Press.
Spears, L., & Lawrence, M., (2012). Focus on leadership, servant leadership for the twenty-first century. New York, NY: John Wiley & Sons, Inc
Werhane, P. H. (2002). Moral imagination and systems thinking. Journal of Business Ethics. 38: Downloaded February 25 from A3_23119_SP14_ImportedContent_ /Moral%20Imagination%20and%20Systems%20Thinking%281%29.pdf
Yukl, G. (2010). Leadership in organizations. (7th ed.).Upper Saddle River, NJ: Prentice Hall.