The Servant Leader: Unleashing the Power of Your People
- 2h 7m
- Robert P. Neuschel
- Kogan Page
- 2005
How do we develop into leaders whom others will want to follow? Robert Neuschel firmly believed in the principle of servant leadership, which he learned early in his military career in World War II, where a demanding infantry captain taught him, "Always serve your troops first that you may command them better." the philosophy at the heart of The Servant Leader, recognized as one of the world's leadership texts, is "to grow the total soldier" - to feed the mind, the heart and the spirit.
Neuschel adopted and tailored this philosophy throughout his subsequent long and successful corporate and academic careers. He proved that enabling people at all levels to grow as leaders can only benefit them and the organizations to which they belong.
In the past several decades, Neuschel became concerned with corporate leaders' pre-occupation with quick shareholder value at the expense of building enduring organizations based on ethical values. In this book he forcefully outlines how leaders must take personal responsibility for all their decisions and actions.
The Servant Leader provides thoughtful insights from a man who truly understood the importance of humility and humanity to all those who take on the role of leader.
About the Author
Robert P. Neuschel was a retired senior partner (in 1979, after thirty years) of McKinsey & Company, Inc., the international management consulting firm, where he served clients on all six continents in strategic planning, organizational management development, and logistics.
Neuschel served on a number of boards of directors of industrial corporations and nonprofit organizations. He served for ten years as a trustee of Loyola University of Chicago and on its medical center and hospital board. He served on the National Research Council's committee for the study of air passenger service and safety since deregulation. He served on the transportation technology agenda subcommittee of the National Defense Transportation Association. He also served on the coordinating subcommittee of the committee on petroleum storage and transportation of the National Petroleum Council, which advises the Secretary of Energy. He served for many years as a member of the executive council of the International Air Cargo Forum.
Neuschel served as a member of President Ronald Reagan's Transition Task Force in Transportation and was a special advisor to former Secretary of Transportation, Elizabeth Hanford Dole. He served as a member of the White House Conference for a Drug-Free America. He was a fellow of the Academy of Advancement of Corporate Governance. His biography appears in Who's Who in America and Who's Who in the World.
Robert Neuschel received a BA degree from Denison University, majoring in economics and English, and a master's degree in business administration from Harvard University Business School. He served in World War II for five years in the Army of the United States and was active in the New Guinea and Philippines campaigns in the Pacific Theater. He retired from active duty as a captain in the Army Air Corps.
Neuschel authored many articles on a wide range of management subjects with major emphasis on the processes of management, transportation logistics, leadership development, and the work of corporate boards. He also lectured extensively on these topics in the United States as well as in Europe, South America, South Africa, and Australia. He coauthored the book, Emerging Corporate Governance, which examines and evaluates recent changes in the role played by corporate boards of directors.
In this Book
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Putting Leadership Into Perspective
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Two Requirements of the Successful Executive
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Managers and Leaders—Are They the Same?
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The Foundations of Leadership—Character and Personality
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The Relationship Between Leadership and Followership
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Examining the Tasks of the Manager/Leader
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Setting Demanding Expectation Levels
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The Importance of Self-Management by the Leader
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Developing and Articulating a Sense of Mission
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Important Traits and Characteristics of the Manager/Leader
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Speaking Clearly but First Listening Well
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Desire and Capacity to Manage Change
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Are Leaders Born or Made?
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The Concept of the Servant Leader
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Managerial Leadership Styles
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Leading Through Other Leaders—Delegating Responsibility and Nurturing Participatory Leadership
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Developing New Manager/Leaders
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Responsibility for Personal Growth
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The Role of Ethics and Value Setting in Leadership
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In Summary—What Does It All Add Up To?
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