ABSTRACT
The previous chapters discussed different models of leadership and their application in organizations that mostly emphasize products rather than service. This is not to say that those principles do not apply to the service sector; they do, but in a limited sense. Since the manufacturing mind-set is rigid in nature and requires a commitment from the followers to adhere to a set of rules for the sake of consistency and efficiency, it is not consistent with the dynamic nature of service. Hence, a shift in paradigm is needed to move away from a command-and-control approach toward a more humanistic approach of service mind-set. It must be understood that service leadership focuses on leadership rather than management. The intention of service leadership is to show that honoring the intrinsic, instinctive wisdom of established human cultural approaches has a significant impact on how a service is delivered.
The chapter discusses the dynamics of why, who, and what of service leadership. Specifically, under ‘why,’ the economic, social, and cultural elements that play a role in the service economy are highlighted. Since service leadership emphasizes collaboration by all who are engaged in the delivery of service, every member of the habitat has a responsibility to each other and the client. This is the ‘who’ component of service leadership. The key ingredient behind a great service organization is when the 3Cs of competence, character, and care are visible among all members of the service organization. This is what sets apart service leadership from other forms of leadership and constitutes the ‘what’ component of service.
