Pygmalion In Management Catholic Practice Of Servant Leadership After listening the au and reading chapter 4 of “The Catholic Vision for Leading Like Jesus

Pygmalion In Management Catholic Practice Of Servant Leadership After listening the au and reading chapter 4 of “The Catholic Vision for Leading Like Jesus,” please respond to both case-study questions prior to the live session with Deacon Dozier. Read this article from the Harvard Business Review: Pygmalion in ManagementAnswer these questions:In what ways should the concepts of the Pygmalion Effect, Self-Fulfilling Prophecies, and the Power of Expectations inform our Catholic practice of Servant Leadership? In other words, how should these ideas shape our approach to leadership as a form of service in our organizations?Identify two or three examples from personal experience (either positive or negative) of these concepts as applied to leadership. Chapter Four
S’: Called to Be a Servant Leader –
The Leadership of Jesus
What Servant Leadership Is NOT
Before we investigate what it means to be a servant leader, let us begin
by noting what servant leadership is not. It is not about structure. In
fact, servant leadership can thrive in any structure. Take the case of
Jesus’ own leadership.
Jesus did not build a complex organization. He did not install a
great many levels of decision making in His organization. Clearly, He
had an inner circle: the apostles. He spent more time with this group
than with His other disciples, teaching them how to understand His
mission and how to lead others. Near the end of His ministry He also
picked one of his apostles, Peter, to lead His followers when He was
gone. But if we look at how Jesus’ organization behaved while He was
here on earth, we see that Jesus called all the shots. He did not gather
His apostles and ask, “Now that we’re all here together, what do you
should do? What is our mission?” Instead, Jesus provided
the mission. He provided the direction. Jesus made all the decisions
.
The political term for an organization like that is an autocracy. So
Jesus
, in a political sense, was an autocrat. Yet, He was also the model
How can that be? It’s possible to be both an autocrat and a servant
leader because servant leadership is not about structure. It is about
relationships. Long before Jesus walked the earth, the Greek philoso-
pher Plato developed the concept of “philosopher-kings,” leaders who
would devote their lives to becoming in every way best at every-
thing.” and yet were willing to submit to “the good itself” and to share
power with one another. Plato speaks of leaders who are humble and
think we
servant leader.
45
A Bishop-Saint Explains His Role
las
ab
“For you I am a bishop, but with you I am a Christian. The first is an
office accepted; the second is a gift received. One is danger; the other
is safety. If I am happier to be redeemed with you than to be placed
1
fully your
over you, then I shall, as the Lord commanded, be more
13
servant.
St. AUGUSTINE OF HIPPO
focused on their mission rather than on their own good. The notion
of “benign despot” also points to leaders whose powers may be abso-
lute in a political or practical sense, but who exercise their power for
the sake of the governed rather than for their own sakes, and so they
are servant leaders.
Although Americans generally don’t like kings, despots, or auto-
crats, we do tend to associate leadership with having some sort of
formal position and title. But the power to influence people on a last-
ing basis has more to do with how we relate to people than with any
positions or titles we hold. Jesus’ own leadership example confirms
this. In the Gospel of Matthew, we find the account of Jesus telling a
crowd the parable of the foolish man who built his house on sand and
the wise man who built his house on rock. We read that “the crowds
were astounded at his teaching, for he taught them as one having
authority, and not as their scribes” (Mt 7:28-29).
The scribes had formal authority, but obviously they did not
exercise a strong influence on people. Jesus had no formal authority,
and yet He had such powerful effect on people that they decided to
follow Him. The kind of power and influence — leadership – that
Jesus exhibited sounds very much like the two most powerful sources
of power mentioned earlier: expert power and referent power. The
people recognized a special wisdom in the words of Jesus, and they
decided that what He said and did made Him a worthy leader for
them to follow. As Jesus’ impact on others illustrated, the powerful,
46
51: Called to Be a Servant Leader — The Leadership of Jesus
lasting leadership that is characteristic of true servant leadership is not
about structure; it is about relationships.
So how does one go about becoming a servant leader?
The Most Important Things
Imagine that you know you are going to die tomorrow. You have
invited your closest friends to share a last meal with you tonight. What
will you talk about? The weather? The stock market’s performance?
The prospects for your favorite team? If your friends don’t know this
is the last time you will be with them before you die, they might show
up expecting to talk about such mundane topics. But tonight is differ-
ent. Tonight you want to focus on the things that are most important
in your life.
Would it have been any different for Jesus at the Last Supper?
Surely what He said and did at the Last Supper focused on those
things that were most important to Him. Here’s a brief list of His
priorities, drawn from all four Gospels:
Institutes the Eucharist (Mt 26; Mk 14; Lk 22)
Endures Judas’ betrayal (Mt 26; Mk 14; Lk 22; Jn 13, 18)
Foretells Peter’s denial (Mt 26; Mk 14; Lk 22; Jn 13)
Hears an argument about who the greatest is (Lk 22)
Instructs disciples how to lead (Lk 22; Jn 13)
Models servant leadership – washes feet (Jn 13)
Gives disciples the commandment to love (Jn 13)
Whenever I ask a group of Catholics what happened at the Last
Supper, they are sure to mention that Jesus instituted the Eucharist.
They nearly always note that Jesus washed His apostles
‘ feet, and they
often mention most of the other things on the list. But they seldom
recall why Jesus said He washed the feet of His disciples and almost
never mention that He instructed His apostles how to lead.
Why don’t we remember that Jesus chose to talk about leadership
with His followers on the night before He died? My guess is that we
the same time. It goes against everything we’ve learned about leader-
have a hard time understanding how we can be servants and leaders at
47
THE CATHOLIC VISION FOR LEADING LIKE JESUS
ship. So we just skim past His teaching without taking any note di
mentioned in three of the Gospels and demonstrated in the fourth.
it. But Jesus did tell us in very specific terms how to lead. In fact, it’s
And because both St. Luke and St. John tell us that Jesus brought up
the topic at the Last Supper, we can assume that leadership – how w
should lead — was a very important matter to Him.
Jesus as Model and Teacher
If how we should lead was important to Jesus, it should be important
to us. So it’s time to take a closer look at what Jesus taught and did as
a leader. Let’s begin by looking at what He said about leadership at
the Last Supper:
A dispute also arose among them as to which one of them was to
be regarded as the greatest. But he said to them, “The kings of the
Gentiles lord it over them; and those in authority over them are
called benefactors. But not so with you; rather the greatest among
IN THE CHURCH
A Pope Prefers a Hug to a Bow
At the investiture ceremony when Cardinal Karol Wojtyla became
Pope John Paul II, members of the College of Cardinals lined up
to individually pledge their fidelity to him. The dean of the college
came first. Ordinarily, the other cardinals would follow in order
of seniority. Instead, the pope saw to it that the second cardinal
in line was Stefan Wyszynski, the primate of his native Poland.
seated pope, but Pope John Paul II had another idea. According
Precedent called for the cardinal to genuflect before the
to George Weigel, in his book Witness to Hope: The Biography of Pope
John Paul II, as the elderly cardinal started to genuflect, the pope
“rose from his throne, bent down, seized the old man, and locked
him in a long embrace.” 14 As the pope showed by example, ser-
vant leaders are not bound by the trappings of authority but by
the bonds of filial affection.

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