Ldr 630 - Solving Issues with Servant Leadership

Running head: Servant Leadership

Solving Issues with Servant Leadership

Grand Canyon University: LDR 630

August 30, 2011

Solving Issues with Servant Leadership

In today’s world there is a need for new contemporary leadership styles. Many theorists have discovered methods that are nontraditional, but effective. The Servant leadership philosophy was brought about by Robert K Greenleaf. Northhouse (2010). Greenleaf suggests that servant leadership places value on the quality of people, the work being done, and a sense of community. It requires servant-leaders to be servants first, and to contribute to the well-being of others and the community. There are also two more contemporary leadership styles that will be explored: Transformational leadership and the Leader-member exchange theory. All three of these theories have their own elements that can be effective if assigned to the right organization, leaders, and business strategy.

Two years ago, I worked for a salon franchise called Snipits. The Snipits franchise is a smart, fun, outstanding franchise. When taking on a franchise, even if it is a great one, the success depends on the motivation of the leaders that bought into the franchise. I worked for Snipits for over four years and observed many issues that could have been prevented.

The very first snipits opened on the East Coast in 1995, and since has grown into a franchise that operates in 26 different states today. The Snipits franchise describes itself to be an innovative hair care and branded concept designed specifically for kids. Snipits (2010). The overall Snipits image includes colorful salons, custom animated cartoon characters, interactive computer game play stations, and a complete line of hair care products specially formulated for kids. Snipits (2010). The Franchise itself has designed a strategic business plan, and offers many tools to franchise owners to encourage the success of their business. Training, technical support, business training, and much more is available to owners if the business owner chooses to utilize those tools.

During the course of the four years that I worked for Snipits, there were many underlying ownership, and staff issues. The environment was toxic in many ways, but many of the employees stayed due to the caliber of pay that we received.

The first set of owners were the original owners of this particular Snipits salon in Arizona. Their methods were abrupt, to the point, and often times neglectful of the salon. The owners did not have experience in the salon business, and it appeared they had entered the business with false assumptions of how time consuming the