Christian Scripture and Human Resource Management

Building a Path to Servant Leadership through Faith

G. Roberts

• Publisher: Palgrave Macmillan
• Year: 2015
• Print ISBN: 9781137440662
• eBook ISBN: 9781137440679
• Topic: Teologia e religione
• Subtopic: Strategia di business

Christian Scripture and Human Resource Management provides a much-needed Christian faith-based perspective on human resources management written for both line and human resource managers using the framework of servant leadership, the mandated leadership approach used by Jesus.

CHAPTER 1

SERVANT LEADER HUMAN RESOURCE MANAGEMENT (SLHRM): THE “CITY ON THE HILL” FOUNDATIONAL PRINCIPLES OF ORGANIZATIONAL INTEGRITY

Human resource (HR) management is one of the foundational “windows on the heart” reflecting the individual and collective values and beliefs of leaders, managers, and employees regarding the “theology of work” and its relationship to human nature. Does the HR system honor biblical principles through shaping the values and incentives to serve, work, lead, and manage in truly a God-honoring and joyous, humble, and accountable fashion? Are we “hearers and doers” of the Word as stated in James 1:23, or do we forget to honor the principles of servant leadership as modeled by Jesus? As it states in Luke 12:48 (NRSV), “From everyone to whom much has been given, much will be required.” This book is dedicated to assisting Christian leaders and managers to assume the mantle of servant leadership in human resource management (SLHRM), the God-directed and endorsed means for achieving our Great Commandment and Commission missions. Servant leadership is the approach to leadership promoted by scripture and provides the greatest opportunity to honor God and bless our employers.

Christian SLHRM love begins and ends with a dynamic and vital relationship with Jesus Christ. From a Christian theological standpoint, our salvation is the glorious result of an individual’s decision to accept Christ. Our Christian growth and sanctification requires a combination of individual effort and communal fellowship and accountability. As Christians, we possess both individual and corporate responsibility for justice. God judges individuals as well as nations.

Why is servant leadership the foundation for this book? There are many approaches to leadership, but only servant leadership emphasizes the necessary balance among morality, mission achievement, and promoting the best interests and well-being of the key stakeholders (employees, clients, customers, and the community) (Northouse, 2013). Like yeast infusing bread, servant leadership influences the entire culture of an organization, promoting favorable outcomes on all levels. In essence, it is the Golden Rule in practice. The dual foundation of servant leadership is stewardship, which is achieving the mission by using moral, motives, means and ends, and servanthood, which promote the best interests and needs of the key stakeholders. Servant leadership manifests both religious and secular roots (Bekker, 2010; Sendjaya, 2010). It is the foundational leadership principle of Christianity as exemplified in the Old and New Testaments with the culmination in the ministry of Jesus as elaborated in the works of Wilkes (2008), Blanchard and Hodges (2005), and from a more secular perspective in the works of Greenleaf (1977). From an ethical standpoint, servant leadership is founded upon the integration of the three key ethical domains, that of deontological principles (moral laws), aretaic or virtue elements imbedded in moral character, and teleological or utilitarian principles that assess consequences (promote the greater good). There is no single agreed-upon conceptual or operational definition of servant leadership with a fixed and narrowly defined set of attributes. A review by Roberts and Hess-Hernandez (2012/2013) identified 39 attributes of servant leadership that includes a combination of character attributes (love, humility, and forgiveness), leadership practices (empowerment and active listening), and cognitive attributes (foresight and conceptualization). Research, however, has demonstrated that servant leadership is a distinct and unique leadership approach differentiated from the related domains of transformational leadership and leader–member exchange theories (Liden et al., 2008; Schaubroeck, Lam, & Peng, 2011). A more detailed analysis appears in table 1.1 with six global dimensions, the love-based servanthood elements, servant leader stewardship in completing the mission, servant leader character, servant leader behavior, servant leader reasoning abilities, and servant leader spiritual elements. Servanthood is the foundational element and includes the related attributes of altruism, serving others first, facilitating the success and growth of others, promoting healing, egalitarianism, and agapao love. Stewardship elements entail accomplishing the organizational mission using virtuous means, building community, and providing an inspiring vision. Key servant leader character attributes include moral integrity, empathy, humility, authenticity, trust, hope, courage, and forgiveness. Foundational servant leader behaviors include empowerment, active listening, goal setting, and relationship building. The reasoning ability elements center on the presence of foresight and conceptualization skills. The final dimension provides transcendental spirituality and transformational influence. The absence of a tightly defined set of attributes is both a strength and weakness. It is a strength in that servant leadership by conceptual definition is holistic, organic, evolving, and dynamic combination of heart, intellect, emotions, and spirit. By definition it cannot be distilled into a reductionist and mechanical conceptualization. Conversely, the broad and variable conceptual elements impede uniform measurement and methodological rigor to support reliable and valid measures. However, as empirical research expands in scope, a greater degree of methodological consistency will follow.

Table 1.1 Servant leader attribute literature summary

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Servant Leader Attributes: Servanthood Motivational Elements

• Altruism (2): Patterson, K. (2003); Reed, L. L., Vidaver-Cohen, D., & Colwell, S. R. (2011)

• Altruistic Calling (1): Barbuto, J. E., & Wheeler, D. W. (2006)

• Calling (2): Barbuto, J. E., & Wheeler, D. W. (2006); Sun, P. T. (2013)

• Covenantal Relationship (2): Sendjaya, S., & Pekerti, A. (2010); Sendjaya, Sarros, & Santora (2008)

• Egalitarianism (2): Mittal, R., & Dorfman, P. W. (2012); Reed, L. L., Vidaver-Cohen, D., & Colwell, S. R. (2011)

• Healing (5): Barbuto, J. E., & Wheeler, D. W. (2006); Liden, R. C., Wayne, S. J., Zhao, H., & Henderson, D. (2008); Spears, L. (1998); Liden, R. C., Panaccio, A., Hu, J., & Meuser, J. D. (in press); van Dierendonck, D (2011)

• Agapao Love (3): Dennis R. S., & Bocarnea M. (2005); Patterson, K. (2003); Sun, P. T. (2013)

• Serve Others First (4): Boone, L. W., & Makhani, S. (2012); Farling, M. L., Stone, A. J., & Winston, B. E. (1999); Greenleaf, R. K. (1977); Patterson, K. (2003)

• Needs of Other Over Self (1): Laub, J. (1999)

• Good of Followers Over Self-Interest (2): Hale, J. R., & Fields D. L. (2007); Wong, P. T. P., & Davey, D. (2007)

• Positive Effect on Least Privileged (1): Greenleaf, R. K. (1977)

• Put Subordinates/Followers First (3): Liden, R. C., Wayne, S. J., Zhao, H., & Henderson, D. (2008); Liden, R. C., Panaccio, A., Hu, J., & Meuser, J. D. (in press); van Dierendonck, D. (2011)

• Servanthood and Do Others Grow/Succeed (8): Boone, L. W., & Makhani, S. (2012); Greenleaf, R. K. (1977); Laub, J. (1999); Liden, R. C., Panaccio, A., Hu, J., & Meuser, J. D. (in press); Liden, R. C., Wayne, S. J., Zhao, H., & Henderson, D. (2008); Spears, L. (1998); van Dierendonck, D. (2011); Wong, P. T. P., & Page, D. (2003)

Servant Leader Attributes: Stewardship Mission Elements

• Accountability (1): 3 Dierendonck, D., & Nuijten, I. (2011)

• Building Community (4): Boone, L. W., & Makhani, S. (2012); Laub, J. (1999); Reed, L. L., Vidaver-Cohen, D., & Colwell, S. R. (2011); Spears, L. (1998)

• Creating Community Value (3): Liden, R. C., Wayne, S. J., Zhao, H., & Henderson, D. (2008); Liden, R. C., Panaccio, A., Hu, J., & Meuser, J. D. (in press); van Dierendonck, D. (2011)

• Responsible Leadership (1): Wong P. T. P., & Page, D. (2003)

• Stewardship (3): Barbuto, J. E., & Wheeler, D. W. (2006); van Dierendonck, D., & Nuijten, I. (2011); Spears, L. (1998)

• Vision (5): Boone, L. W., & Makhani, S. (2012); Dennis, R. S., & Bocarnea, M. (2005); Farling, M. L., Stone, A. J., & Winston, B. E. (1999); Patterson, K. (2003); Wong, P. T. P., & Page, D. (2003)

Servant Leader Attributes: Character Elements

• Authentic Self (2) and Authenticity (5): Laub, J. (1999); Pekerti, A. A., & Sendjaya, S. S. (2010); Sendjaya, S., & Pekerti, A. (2010); Sendjaya, S., Sarros, J. C., & Santora, J. C. (2008); van Dierendonck, D., & Nuijten, I. (2011);Wong, P. T. P., & Davey, D. (2007), Wong, P. T. P., & Page D. (2003)

• Behave Ethically (3): Liden, R. C., Panaccio, A., Hu, J., & Meuser, J. D. (in press); Liden, R. C., Wayne, S. J., Zhao, H., & Henderson, D. (2008); van Dierendonck (2011).

• Courage (2): van Dierendonck, D., & Nuijten, I. (2011); Wong, P. T. P., & Page, D. (2003)

• Credibility (1): Farling, M. L., Stone, A. J., & Winston, B. E. (1999)

• Empathy (4): Barbuto, J. E., & Wheeler, D. W. (2006); Mittal, R., & Dorfman, P. W. (2012); Spears, L. (1998); Sun, P. T. (2013)

• Forgiveness (1): van Dierendonck, D., & Nuijten, I. (2011)

• Hope (1): Searle, T. P., & Barbuto, John, E. (2011)

• Honesty (1): Wong, P. T. P., & Page, D. (2003)

• Humility (6): Dennis, R. S., & Bocarnea, M. (2005); Mittal, R., & Dorfman, P. W. (2012); Patterson, K. (2003); van Dierendonck, D., & Nuijten, I. (2011); Sun, P. T. (2013); Wong & Davey (2007)

• Moral Integrity (9): Erhart, M. G. (2004); Graham, J. W. (1991); Mittal, R. & Dorfman, P. W. (2012); Pekerti, A. A. & Sendjaya, S. S. (2010); Reed, L. L., Vidaver-Cohen, D., & Colwell, S. R. (2011); Sendjaya, S., & Pekerti, A. (2010); Sendjaya, S., Sarros, J. C., & Santora, J. C. (2008); Walumbwa, F. O., Hartnell, C. A., & Oke, A. (2010), Wong, P. T. P., & Davey, D. (2007)

• Trust (3): Dennis, R. S. & Bocarnea, M. (2005); Farling, M. L., Stone, A. J., & Winston, B. E. (1999); Patterson, K. (2003);

• Wisdom (1): Barbuto, J. E., & Wheeler, D. W. (2006)

Servant Leader Attributes: Behavioral Elements

• Active Listening (3): Barbuto, J. E., & Wheeler, D. W. (2006); Boone, L. W., & Makhani, S. (2012); Spears, L. (1998)

• Consulting and Involving Others (1): Wong, P. T. P., & Davey, D. (2007)

• Empowerment (9): Boone, L. W., & Makhani, S. (2012); Dennis, R. S., & Bocarnea, M. (2005); Liden, R. C., Panaccio, A., Hu, J., & Meuser, J. D. (in press); Liden, R. C., Wayne, S. J., Zhao, H., & Henderson, D. (2008); Mittal, R., & Dorfman, P. W. (2012); Patterson, K. (2003); van Dierendonck (2011); van Dierendonck, D., & Nuijten, I. (2011);Wong, P. T. P., & Page, D. (2003).

• Follower Development (3): Hale, J. R., & Fields, D. L. (2007); Wong, P. T. P., & Page, D. (2003); Wong, P. T. P., & Davey, D. (2007)

• Goal Setting (1): Laub, J. (1999)

• Initiative (1): Laub, J. (1999)

• Interpersonal Support (1): Reed, L. L., Vidaver-Cohen, D., & Colwell, S. R. (2011)

• Influencing Others (1): Wong, P. T. P., & Davey, D. (2007)

• Inspiring Others (1): Wong, P. T. P., & Davey, D. (2007)

• Persuasion (1): Spears, L. (1998)

• Relationship Building (1): Liden, R. C., Wayne, S. J., Zhao, H., & Henderson, D. (2008)

• Serving and Developing Others (1): Wong, P. T. P., & Davey, D. (2007)

• Shares Power (1): Laub, J. (1999)

• Standing Back (1): van Dierendonck, D., & Nuijten, I. (2011)

• Values and Has Confidence in People (1): Laub, J. (1999)

• Voluntary Subordination (2): Sendjaya, S., & Pekerti, A. (2010); Sendjaya, S., Sarros, J. C., & Santora, J. C. (2008)

Servant Leader Attributes: Reasoning Abilities

• Awareness (1): Spears, L. (1998)

• Conceptualization (4): Liden, R. C., Wayne, S. J., Zhao, H., & Henderson, D. (2008); Spears, L. (1998); Liden, R. C., Panaccio, A., Hu, J., & Meuser, J. D. (in press); van Dierendonck (2011).

• Foresight (3): Laub, J. (1999); Patterson, K. (2003); Spears, L. (1998)

• Persuasive Mapping (1): Barbuto, J. E., & Wheeler, D. W. (2006)

• Philosophy (1): Spears, L. (1998)

Servant Leader Attributes: Spirituality Elements

• Transcendental Spirituality (3): Pekerti, A. A., & Sendjaya, S. S. (2010); Sendjaya, S., & Pekerti, A. (2010); Sendjaya, S., Sarros, J. C., & Santora, J. C. (2008)

• Transformational Influence (2): Sendjaya, S., & Pekerti, A. (2010); Sendjaya, S., Sarros, J. C., & Santora, J. C. (2008)

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Clearly defining the elements of servant leadership is important. The adoption of servant leadership is fully justified on a deontological and aretaic (virtue) basis. However, demonstrating its empirical influence helps buttress its adoption from a utilitarian orientation. In essence, this research is essential in demonstrating that servant leader love and character virtue generates favorable organizational outcomes in terms of employee and community well-being and ...

Table of contents

• Cover
• Title
• 1  Servant Leader Human Resource Management (SLHRM): The “City on the Hill” Foundational Principles of Organizational Integrity
• 2  Biblical Foundation for Servant Leader Principles
• 3  SLHRM Organizational Integrity
• 4  The SLHRM Change Management Process and the Barriers to Effective Change
• 5  SLHRM: Principles of Empowerment and Discipleship Making
• 6  SLHRM: Principles of Fair Employee Treatment
• 7  SLHRM: Principles of Work/Life Balance and Margin
• 8  SLHRM: Performance Management Principles
• 9  SLHRM: Staffing Principles
• 10  SLHRM: Training and Development
• 11  SLHRM: Compensation Management
• 12  Final Reflections
• References
• Index