Final Reflections

Gary E. Roberts

Chapter Chapter 11 in Servant Leader Human Resource Management, 2014, pp 233-235 from Palgrave Macmillan

Abstract: Abstract The SLHRM organization and leader can never lose sight of the fact that the moral ethos is the collective sum of the implementation of the policies and practices of human resource management as reflected in individual and group decision making. The SLHRM culture rests upon a worldview and the associated attitudes and behaviors that construct the edifice of HR policies and practices. Hence, there is always ethical, moral, and spiritual accountability for our HR systems. No matter how formalized, routinized, and bureaucratized, human free will decision making is at the heart of ethical and moral accountability. Hence, a SLHRM organization begins and ends with leaders who embrace character growth and integrity through self-knowledge. Growth in SLHRM is a lifelong and intermittently painful individual and collective growth process. We can all relate to the central role of trial and tribulation in the shaping and restoration of the heart. A “mountaintop” experience inspires given the breadth and depth of vision, but the close quarter warfare involved in the servant leader maturation process is waged on a daily basis in the dense undergrowth of the spiritual jungle with limited lines of sight. We must rely on our moral compass for direction, strength, and wisdom, to resist the hidden dangers of ambush by the idols of this world that seek to rule our hearts.

Keywords: Human Resource Management; Servant Leader; Employee Engagement; Final Reflection; Moral Compass (search for similar items in EconPapers)
Date: 2014
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-137-42837-0_11

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DOI: 10.1057/9781137428370_11

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