Tomas was reflecting on a discussion he had with one of his buddies over the weekend. The topic was how best to motivate your staff and establish yourself as a good leader. Tomas smiled as he thought about the exchange, which became pretty passionate at times. It was a good thing they were longstanding friends. His buddy, who had been an executive in the private sector, was adamant that setting high standards of performance, enforcing them, and then rewarding good work was all you needed. Tomas had argued that it took more than that; you had to understand your team and get to know them. You also had to be a good listener, and be ready to help them achieve their goals. “Good luck with that,” had been his buddy’s response, “Sounds like you may want to change careers and become a social worker.”
What argument could Tomas use to help convince his buddy about the importance of being a “servant” leader?
a. It empowers a team to achieve organizational goals, leading to better outcomes.
b. It helps you develop subordinates to their maximum potential.
c. It helps you learn more about your employees and their concerns.
d. It reduces the amount of time lost to sick days.