An overarching commitment to nurture and empower individuals remains a foundational element in Servant Leadership (Alas, Tafel, & Tuulik, 2007). Leaders are aware of the ideals of an effective leadership that enhance the elements of care, trust, empathy, and focus in employees. Developing confidence, showing care, expressing empathy, and exhibiting selflessness while serving others empowers and nurtures injured bus drivers. The principle of Servant Leadership grows from social responsibility to mutual trust between organizations and the workforce (Scott & Davis, 2007).
Elements of trust. Trust promotes confidence and fosters productive relationships. Distrust generates a social barrier, causing frustration and intimidation with individuals in organizations (Soeker, Wegner, & Pretorius, 2008). Leaders affect how workers perceive employers’ support. When leaders fail to promote a culture that builds openness and participation, employees may believe frustrated and unsupported (Soeker et al., 2008).
Trust between employers and subordinates establish positive interrelationships. The idea of interrelationships can create a commonality of purpose and form a mutual support between organizations and individuals (Scott & Davis, 2007). As a result, trusting subordinates’ ideas and capacities contribute to success and fulfillment.
Attitude of empathy and care. The relationship between leaders and subordinates could be considered beneficial or a detrimental. Patience, humility, kindness, selflessness, respectfulness, forgiveness, commitment, honesty, and teamwork characterize an effective leader (Goonan, 2007). Unsympathetic attitudes toward injured employees often deteriorate relationships within the workplace (Soeker et al., 2008). When employers are unsupportive and cannot show concern, workers’ productivity may decrease (Soeker et al., 2008). As a result, workers believe that employers lack knowledge in managing disability (Soeker et al., 2008). A manager’s ability to understand and to listen to people’s concerns provides not only effective human relations, but it also enhances an acknowledgement of individuals’ contributions.
As organizations shape a competent culture, positive behaviors expand in the attainment of goals and missions. Servant-leaders show care by being aware, listening, expressing empathy, and being committed to the well-being of injured employees (Alas et al., 2007). Servant-leaders are sensitive to individuals’ perceptions and are aware of the emotional imbalances that may develop in injured employees (Gersh, 2006). A caring attitude shapes and transforms organizations into a more integrated culture. An organizational culture that creates avenues for growth and development inspires workers.
Focus on others. Servant leadership mandates leaders to put others first and to accept responsibility (Alas et al., 2007). Leaders in organizations can be key motivators in influencing injured subordinates’ behaviors and perspectives. Authentic leadership possesses qualities of servant leaders such as compassion, endurance, consistency, and self-discipline in serving others (Alas et al., 2007). Leaders’ character, personality, style, and commitment to leading others’ growth, allow or permit individuals to change.
Leaders can set alive frameworks of considering the importance of building individuals’ character and performance. Because of empowerment, persons served become wiser, healthier, more likely to become independent servant leaders (Alas et al., 2007). Focusing on others can assist employers in taking greater responsibility for managing the well-being of workers (Gersh, 2006). A new set of organizational behaviors can transform leadership practices in organizations.
Alas, R., Tafel, K., & Tuulik, K. (2007). Leadership style during transition in society: Case of Estonia. Problems & Perspectives in Management, 5(1), 50 60.
Gersh, M. R. (2006). Servant-leadership: A philosophical foundation for professionalism in physical therapy. Journal of Physical Therapy Education, 20(2), 12-16.
Goonan, K. J. (2007). Caring culture and results focus lead to Baldridge Award. Quality Progress, 40(3), 41-47.
LaRue, B., Childs, P., & Larson, K. (2004). Leading organizations from the inside out: Unleashing the collaborative genius of action-learning teams (2nd ed.). New York, NY: John Wiley & Sons.
Scott, W. R., & Davis, G. F. (2007). Organizations and organizing: Rational, natural and open system perspectives. Upper Saddle River, NJ: Pearson.
Soeker, M. S., Wegner, L., & Pretorius, B. (2006). I’m going back to work: Back injured clients’ perceptions and experiences of their worker roles. Work, 30(2008), 161-170.