Team Performance Job Description – Non Servant-Leader Approach Objective: Command and control Created once, revised only during turnover Written by hiring manager each time Job Description – Servant-Leader Approach Objective: mutual understanding Dynamic, reviewed annually Initial draft by employee Performance Standards – Servant-Leader Approach To meet my performance objectives this quarter, I must… Employee initiates, manager reviews Servant-Leader must ensure staff does not take on too much Aligning corporate HR practices with Servant-Leadership… Introduction > Background > Characteristics > Paradoxes > Practice > Examples > More † © 2008 Benjamin Lichtenwalner
{"Image DocumentName": "Team Performance Job Description \u2013 Non Servant-Leader Approach", "Image ImageDescription": "Aligning corporate HR practices with Servant-Leadership\u2026 Job Description \u2013 Non Servant-Leader Approach. Objective: Command and control. Created once, revised only during turnover. Written by hiring manager each time. Job Description \u2013 Servant-Leader Approach. Objective: mutual understanding. Dynamic, reviewed annually. Initial draft by employee. Performance Standards \u2013 Servant-Leader Approach. To meet my performance objectives this quarter, I must\u2026 Employee initiates, manager reviews. Servant-Leader must ensure staff does not take on too much. Talking Points: Policies and procedures are not just bureaucratic or for autocratic leaders. Difference is in approach \u2013 should be for clarity and mutual understanding only. Must provide employee opportunity to define and contribute \u2013 setting their own goals with your agreement. Having minimum standards and procedures by which everyone is assured of fair treatment when it comes to what their jobs are, what is expected, upon what they will be evaluated, and by what guidelines they will be rewarded. (Autry, 59-60) Key is in approach and intent behind your use \u2013 providing clarity or used for command control? Must have constant review, contact, check points, what have you (going back to the key of making time to listen). When was the last time you reviewed your Job Description? Right \u2013 that\u2019s what I thought. Does it accurately reflect what you do? What you are responsible for? Why not? It needs to be a living document \u2013 an understanding between you and your superior, whoever that may be. Autry suggests after hiring, each annual review should be initiated by employee, then reviewed and revised by manager and combined conversation. References: - Largely adapted from Autry. Introduction > Background > Characteristics > Paradoxes > Practice > Examples > More. \u2020 \u00a9 2008 Benjamin Lichtenwalner.", "Image XResolution": "37", "Image YResolution": "37", "Image ResolutionUnit": "Pixels/Centimeter", "Image Software": "SlidePlayer", "Image YCbCrPositioning": "Centered"}