The Servant Leader

How to Create a Productive Organization By Serving Those Being Led
1. Auflage 2025
ISBN: 978-1-032-97971-7
Verlag: Productivity Press

Buch, Englisch, 214 Seiten, Format (B × H): 152 mm x 229 mm, Gewicht: 318 g

This book details the way servant leaders think and act. It emphasizes the role of humility in the work of great leaders. Servant leaders see it as their job to grow their people and to remove obstacles from their paths. The servant leader looks ahead and sets out a path for the rest of the organization to follow. We see that dynamic occur as Thomas (the book’s central character) embraces Total Productive Maintenance, 5S, and later moonshining. A great leader, Thomas doesn’t stand in the limelight himself but pushes his people into it.

This novel is about the transformation of an organization through the leadership style of a new leader – By introducing the reader to Thomas Harding, the author illustrates the crucial qualities of servant leaders.

Zielgruppe

Professional Practice & Development

Autoren/Hrsg.

Camp, Robert B.

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Management Unternehmensorganisation & Entwicklungsstrategien
• Wirtschaftswissenschaften Betriebswirtschaft Organisationstheorie, Organisationssoziologie, Organisationspsychologie
• Wirtschaftswissenschaften Betriebswirtschaft Bereichsspezifisches Management Management: Führung & Motivation
• Wirtschaftswissenschaften Betriebswirtschaft Bereichsspezifisches Management Produktionsmanagement, Qualitätskontrolle
• Wirtschaftswissenschaften Betriebswirtschaft Unternehmensorganisation, Corporate Responsibility Unternehmenskultur, Corporate Governance

Inhaltsverzeichnis

About the author introduction Chapter 1 – The Promotion Chapter 2 – Begin at the Beginning  Chapter 3 – Who’s Who In the Zoo? Chapter 4 – The Mission  Chapter 5 – Seeking help Chapter 6 – Developing a Common Mind  Chapter 7 – The First Event  Chapter 8 – One Down  Chapter 9 – Friedman  Chapter 10 – Heads or Tails?  Chapter 11 – The Tour  Chapter 12 – And Then …  Chapter 13 – Climbing the Curve  Chapter 14 – Baby Steps  Chapter 15 – A Giant Step Chapter 16 – Airplanes and Progress Chapter 17 – OEE  Chapter 18 – Employee Morale Chapter 19 – Meeting Customer Demand  Chapter 20 – The wheels Come off the bus  Chapter 21 – Optimizing the Airplane game  Chapter 22 – Year Two  Chapter 23 – Contemplating Reorganization  Chapter 24 – Purchasing New Equipment  Chapter 25 - Standard Work  Chapter 26 – If this, then that  Chapter 27 – Growing People  Chapter 28 – Growing Suppliers Chapter 29 - Moonshining Chapter 30 – Breakthrough! Chapter 30 – Succession Planning & Skills Matrix Chapter 31 – Always At the Beginning of the Path

Index

Über Autor(innen)

A graduate of the US Military Academy at West Point, Robert Camp began his career in one of this country’s foremost schools of leadership. Yet, like most, he gained his real impression of the skill by watching leaders. He came to realize that leadership is a precious gift that far too many fail to recognize.

In the mid-1980s, as Americans began to watch markets they had created be penetrated, then dominated by Japan, Robert started reading the literature trickling out of that country. Each new book pointed to a new technique. "Statistical process control (SPC) is how they’re doing it!" proclaimed some. "It’s quality circles," countered others. Still others claimed it was just-in-time (JIT) manufacturing. As it turned out, none was right; all were right. Over time, as a more complete picture formed, Robert learned that it was the combination of those tools that gave the Japanese their considerable edge. Still, the picture was not quite complete, and it wasn’t until the late 1990s that the world came to realize that the tools alone would never make an organization Lean, because their results couldn’t be sustained.

By then, Robert had made Lean a full-time profession. Over and over he transformed organizations. Some succeeded, but most failed. He tried to make heads or tails of the circumstances that made the difference. The answer, he discovered, was right under his nose all the time. The difference was leadership. He learned that many have been content to manage and call it leadership. Management, however, isn’t leadership. In fact, it’s a far cry from there. Management faces backward, analyzing yesterday’s data and perfecting it today. It’s an extremely valuable skill and much-needed, but it’s not leadership.

Leadership, as Robert sees it, is the ability to look forward, over the horizon, and through the haze of battle, to define, then communicate, a new course of action and compel others to follow. Robert has had the good fortune to work for some of this country’s biggest and most successful organizations. Throughout his career, he’s been afforded the privilege of working under great men and women who have taught him both in word and deed.