Servant Leadership Influence on Student Mentoring

The influence of servant's leadership on student counseling is a reliable partnership, not reliance. According to Bernier, Larose, and Soucy (2005), relationships and commitments created in the mentoring program are essential to successfully support the mentee. Past research has focused on counseling for students and their impact on academic performance, retention and graduation rate. The subject of this paper is to study the servant leadership theory and its impact on student learning methods.

The servant style leadership is a paradox - a leadership way contrary to common sense. The image of our daily leadership is inconsistent with the leader. Leaders, employees will continue to be affected. How does leadership balance service and impact? How can a person become a leader and a servant at the same time? While servant leadership seems contradictory and contests our traditional perception of leadership, this approach provides a unique perspective. The servant 's leader originated in Greenleaf (1970, 1972, 1977), and over the course of over 40 years, the main scholars were interested. Until recently, there were few empirical studies on employee leadership in established peer-reviewed journals. Most academic and non-academic writing on this topic is normative, not descriptive, focusing on what the leadership of the employee should be in fact (van Dierendonck, 2011 ).

Robert K. Greenleaf created the term "servant leadership" in his 1970 revolutionary paper "Levant as as Leaders". Since then, the concept of servant leaders has had a deep and lasting impact on the theory and practices of many modern leadership. Greenleaf spent his first career at AT & T - "40 years". He retired as management supervisor in 1964. In the same year, Greenleaf established the Center for Applied Ethics (later renamed Greenleaf Servant - Leadership Center). In the next 25 years, he became the second career as a writer, teacher and consultant. Green Leaf died in 1990 and wrote a number of books and essays on the subject of a servant. His work includes three heritage: servant leadership (1998), servant leader (1996), and job seekers and servants (1996). Throughout his life, he published two other books: servant as a teacher (1979) and servant - leader (1977)

In the 1970s, two other styles of servant leadership and transformational leadership were born. Servant leadership style, as defined by Robert Greenleaf, the founder of Servant Leadership Movement and Green Leaf Servant Leadership Center, motivates employees by building relations and skill development. The servant leader meets the needs of the team and welcomes input decisions. Some of the features of this style are vision, listening, persuasion, and commitment. The transformational leadership defined by James MacGregor Burns, an American historian and leadership research institution, is a process whereby leaders and followers will help each other to improve morale and motivation. Leaders are well known for inspiring leaders who define and guide change. They are often described as attractive and confident people who others want to obey.