Reference no: EM133349328

Case: In both articles, researchers examined the overall impact of servant leadership on the organisation. Every organisational action begins with people, so stakeholder management should start with employees. They argue that a leader's responsibility is to help their followers to develop themselves as servant leaders so they will work together to develop themselves personally and professionally. Servant-leaders need to build long-term relationships with their followers by helping them grow and succeed, persuading rather than coercing, and understanding how to align their needs and wants with the organisation's objectives. A servant-leader always aims to build up their followers instead of tearing them down. Partners' and suppliers' relationships must be fair, ethical, and supportive for a business to succeed and perform at its maximum capacity. According to the servant-leader theory, organisations that benefit society create goodwill among customers, partners, and regulatory agencies and improve communities' capability to support them. There is no evidence that business leaders must choose between enhancing performance or serving stakeholders. [What does this idea imply? What perspective regarding servant leadership does this idea reinforce? Answering these may help you contextualize this statement more effectively.]