Top 5 Tips - How To Serving Leadership During The Corona Age

More than other management theories, it sees service leadership as the primary role in managing people’s well-being and growth. The ethical dimension is also strongly present: the aim is to serve the good of the whole, and two-way dialogue, trust, presence, and caring are important.

Serving leadership is not anything leadership. Instead of controlling and commanding, serving leadership is an exercise of power for the benefit of others. Instead of coercion, it sometimes requires persuasion and responsibility. Good leadership is neither an Ego Trip nor a career trip, although hopefully, working for the community will also bring success in your career!

Never before has service leadership been as popular a research topic as it is today. Many management teachings that have emerged since then, such as the much-used concept of coaching management in Finland, have been influenced.

What has served leadership been and could be during the Corona Age? What could be more and more self-directed and community-oriented in the world of work? Serving as a deepening five steps or practice of leadership are here:

1. Taking care of the three basic things:

The first basic thing in leadership that promotes the absorption of people's work - motivation and well-being - is not to tarnish people's willingness to do a good job even in changed circumstances. Trust is not earned and given, but corrective discussions are held with the employee if necessary. The initiative is not stifled but encouraged to find work practices that work in different circumstances.

The basics also include clarifying goals and basic missions. They may also disappear from the horizon at other times, but especially in protracted exceptional circumstances and ongoing telecommuting.

The third basic thing about leadership, I think, is that every leader is allowed to take care of their own well-being. Without energy and support, it is difficult to serve others for good.

2. Human orientation and humanity:

Increasing self-management, telecommuting, and especially exceptional circumstances in working life cannot be just leadership of departments and teams.

It is important to meet the employee as a person and to be present as a person. The manager’s questions (What do you have? What do you need? How can I help you?) Are about caring, caring, and approval.

3. Strengthening good:

In exceptional circumstances and constant teleworking, established ways of affirming good may diminish as if unnoticed. It is essential to note even small successes and give positive feedback. It reinforces the experience of appreciation and that this is enough.

In community leadership, it’s worth reinforcing good and maintaining the experience of sailing in the same boat. In practical leadership work, it is, for example, the expression of a common purpose and the creation of a horizon of hope in speeches and deeds.

4. Providing professional growth:

The serving manager also looks forward to the employee’s future. She encourages trying new things and tuning in her own work, enabling her to learn new skills, generously sharing her knowledge and skills, and building prospects for future career paths.

These things are important to all workers, but perhaps even more so to those who started a new job or entirely in working life during the Korona era.

5. Serving leadership as a workplace culture:

In Robert Greenleaf’s challenging vision, the ultimate test for serving leadership is whether those who have served will become healthier, wiser, more independent, and more likely to be servants of others.

As control relieves and strengthens individual and community resources, it is possible to move toward shared, serving leadership. That is the characteristic of the solidarity that Alexandre Dumas has raised in the Three Musketeers: One for all and all for one!