Steward Leadership Models Review Assessment Answer
Steward Leadership Model’s Review
The paper introduces models of stewardship based on the authors Block and Wilson. Stewardship is the job of taking care of the organisation based on its resources and goals and is responsible for the management of the organisation on behalf of the owner. The paper provides the definition of the stewardship according to the distinct authors. Based on the descriptions and the facts, Wilson's model of stewardship is chosen and is critically reviewed. Additionally, the model of stewardship is analysed according to the author's perspective, and related light have been shed upon the topic.
Explanation and justification of model
Block’s model of stewardship (1993)
The model of Stewardship presented by Peter Block conceives that a term is a form of an umbrella which summarises the means towards the accomplishment of a simple change in the method in which individuals administer institutions (Waldkirch & Nordqvist, 2017). The contextualisation of the term service is much more complicated where he argues that service is realised in both the experience and the language. He further states that the major problem is that individuals having the language lack the experience of the service itself.
The model attributes that the apparent deficiency of self-interest is present in the institutions and the individuals themselves. He also believes that the service is genuinely authentic in an institution when there is a balance of the power, commitment towards a larger community as well as equal allotment of rewards. However, the model is not the representation of the current running structure of the organisations (Waldkirch & Nordqvist, 2016). The notions of stewardship and service are more of the reflective nature of the governing intentions and are not the reflections of authenticity.
Wilson’s model of stewardship (2016)
Wilson's model of stewardship refers to the management of the resources to achieve the objectives of the owner belongs to a separate individual. The model includes anyone who has been given the required resources by another individual to sustain, manage as well as develop in place of the owner (Haymond, 2017). This includes the employees and the individuals, who work different jobs in an organisation. The work can be stewarding of a budget for the department, stewarding organisational program as well as a minimum specific responsibility and role.
The model also states that the job of a steward leader becomes much more comfortable when the people who are working around him share the same stewardship principles and ideologies. This principles and ideologies include the importance of recognising the rights related to the employees and the employers, the results of accountability that comes from these rights, the meaning to manage the resources and the freedom coming from being inspired by the attitude of being a servant.
Application of model
Regarding the selection of Wilson's model of stewardship, the model explains the stewardship structure in a well comprehensive manner. Since Wilson views the block's model as biased strongly towards servant hood too strongly as well as the relocation of power that the leader of the organisation retains very little legal authority and acts in the service of the individuals with reallocated power (Roux et al., 2016). Therefore Wilson's model of stewardship has been outed.
The model explains that steward leadership is based on the identity of the servants. No other model of stewardship or approach to the leadership is based on the identity which defines the perspective regarding the leaders viewing themselves and understanding, except leadership based on the servant. According to Wilson, since all stewards consider themselves servants, therefore, a steward leader is a steward as a servant as well within themselves.
A steward leader understands that they do not own the resources of the organisation because they know that they are responsible for the management of the resources in place of the owner. They also establish a relationship with God as the owner of everything as well as the stakeholders of the organisation in order to gain the knowledge of their objectives and goals for the management of the resources (Morris, Wilson & Kelly, 2016). This relationship according to the author makes them unique among the leaders who consider themselves as owners. They consider the resources which have been put under the responsibility of the steward as the generous blessing of God.
A good steward leader embraces the accountability of the resources under themselves and considers themselves responsible for the management of the resources due to the fact that they have developed a close intimate relationship with the owner and according to them it is one of the expressions of their relationship. They communicate with them regularly, remain disclosed to their ideas and philosophy as well as stay modest regarding their state of stewardship.
The resources that are placed under the responsibility and management of steward leaders go further beyond the conventional treasure, talent and time. They may also include the resources which are of spiritual in nature, human resources, competencies within the organisation, relationships developed with the other employees and workers. They may also include the availability of power or gaining power as a resource. Stewards believe in the continuous learning process, and they strive to become better, grow and sustain the care and management of the resources (Simpkins & Lemyre, 2018). They also optimise the resources from time to time and follow the goals and the cues of the owners. A steward leader is a unique leader in the world where any individuals can claim to be an owner, but very few claim to do so with the better-intended approach.
Analysis of the benefits and challenges in the application of the model
Wilson views steward leadership in mainly three perspectives. The first one being the perspective of ownership where he focuses on the steward leader’s take on the purposes and rights of the owner of the resources. The author believes that if the leader of the organisation is perceived as an agent then according to the theory of agency, the owner is inspired by the opportunity regarding them; structures based on robust governing mechanism and need for the imposition of incentives in order to safeguard the rights of the owner (Jordan et al., 2019). It is a benefit that no additional requirement to establish a relationship or create an understanding between the agent and the owner. This is due to the fact that contractual understanding and fundamental understanding are imposed in order to make sure that proper behavioural procedures are followed. But it is quite challenging that if the leader of the organisation is viewed as a steward, then the managers should able to enhance the performance of the organisation by establishing a sense of responsibility with the owners, the resources and the goals of the organisation.
The second perspective is the perspective of motivation. The theory of stewardship states that there is no need to have an intrinsic problem with the motivation of the manager. Managers can have the inherent desire to increase the performance of the organisation due to the sense of duty as well as the identification of the resources concerning the owner, the organisation itself and also the goals and objectives of the organisation. The theory also states that steward leaders are mostly inspired by the inherent and intimate drives and desires such as self-realisation, personal growth, association, and achievement; as compared to being motivated by the external factors such as authority, wealth, promotion and title. It is a benefit for the Steward leaders that gradually develop a better sense of identification with the owners, the resources of the organisation and organisational goals (Burghausen & Balmer, 2015). They are also inspired by the collaborative effort of the leadership setting instead of individualistic settings. They have a tendency to value the security that plurality of the lapses gives through the association of the stakeholder-owner, chief executives and the board of directors.
The third perspective is the perspective of accountability. The perspective of accountability concerns the accountability of the steward leader towards the organisational resources, owners and the organisational goals. The author uses various examples to explain the chain of accountability in an organisation. For example, the employees act as individual stewards, and they are accountable to the CEO of the organisation or the Executive director of the organisation. The executive director serves as a steward and is accountable under the organisational board of directors. The board further serves as the highest steward and is accountable to the inherent owners and the relevant stakeholders. Further according to the author everyone is accountable to God. The existing steward is accountable to achieve the ambitions, desires, and goals of the owner(s) by maximising the efficient utilisation of the resources, multiplying and adding value to the resources.
The paper offers insights on the model of stewardship as presented by different authors, especially Block and Wilson. Block's model of stewardship addresses a steward leader as a servant who provides service without much hopes and aspirations to the organisation. Wilson's model, on the other hand, refers to a steward leader as the individual who considers themselves responsible for the management of the resources, develop a relationship with the owners and achieve goals for the organisation. Wilson's model of stewardship is viewed based on the perspective of ownership, motivation, and accountability.