Nowadays, companies are faced with a multitude of challenges and changes that need to be overcome. Especially in the industrial sector, which is characterized by technological progress, growing competition and increasing customer requirements, managers are required to have a high degree of flexibility, innovative strength and adaptability. In this context, the concept of "servant leadership" is becoming increasingly important. In contrast to the classic management style, which is authoritarian and hierarchical, "servant leadership" is based on the idea that a manager should primarily act as a servant of the employees and the company. The aim is to put the needs and interests of employees first in order to promote a culture of collaboration, motivation and innovation. I want to examine how the role of the manager in the industry is changing through the concept of "servant leadership" and what effects this has on the employees and the company. Here I am concentrating on a mechanical engineering company with a main operation and several production sites in Europe, where a young production manager is trying to act as a "servant leader". Since he is still relatively inexperienced and he has critical employees, I think he is too cautious. How should he proceed? What help can we give him?
The production manager should try to find the right balance by steadily implementing servant leadership methods while still exercising required authority. To begin, he/she may communicate with employees, actively listen to their requirements, and include them in decision-making processes. He/she might also train people and provide opportunities for personal and professional development. Getting assistance from experienced servant leaders and putting best practices into action can also support in his/her successful transition to a servant leadership role.
- Badges
- Science topic
- Similar topics
- Political Science
- International History and Politics
- Globalization