Abstract
Power management may be on the way out as the bias changes from tough leadership to a more inclusive style. Companies that implement servant-leadership are very successful as a result. How is it that servant-leadership succeeds where the unilateral power model fails in combining opposites? The answer can be found in the double focus of a servant-leader. The power model tilts heavily in favour of leading, whereas servant-leadership integrates both serving and leading, or, even better, serving by leading or leading by serving. This is a much broader basis that results in a more harmonious management style.
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