追隨者對領導者的期待
By Robert J. Tamasy
大多數的領導者都有自己特定的期望。他們經常透過口頭、書面或兩者同時進行溝通。他們會對底下的人表達了自己的期望，包括工作內容、設定的目標、確定何時、何地以及員工如何履行工作的職責。 但是，有多少人認為這些員工也可以對他的領導者有合理的期待？
已故企業家、商業主管和作家Max DePree提出了這樣的觀點：「任何追隨者都有權利對領導者有期待。」他認為領導者可能會聽到下列幾個來自下屬的問題：「我對您的期望是什麼？」「跟隨你，我能實現自己的目標嗎？」「和你合作，我能發揮自己的潛力嗎？」你是否為自己的領導做好準備？你對領導的信念是什麼？
長久以來，大家有一個共同的觀點是：追隨者(員工或團隊成員) 主要是為了領導者的利益而存在。然而，像DePree這樣的商業和專業領域的權威人士卻長期以來一直認為：領導者是為了追隨者的利益而存在。許多知名的領導者表示，他們最重要的願望之一是幫助那些為他們工作的人，能最大限度地發揮他們的潛力和實現。
我的第一份工作是雜貨店店員，在當地的超市上夜班。 我被分配到一排陳列貨品的走道，並負責保持貨架上的庫存、清潔、以及確保第二天早上這排走道的貨品對於購物者來說是方便尋找的。 當時的夜班經理，名叫喬，他大可在自己的辦公室過夜，但每天晚上他都會和店員的其中一人在他負責的走道裡面工作。
有一天晚上，我問喬為什麼要和我們一起工作，幫助我們完成工作，而不是給我們指示，然後確定我們正確完成工作就好。他的回答讓我印象深刻，他說：「我永遠不會要求任何人做任何他不願意做的事情。」這是我第一次接觸到僕人領導，雖然這個詞彙流行起來已經是很久以後的事了。
我並沒有向喬詢問任何DePree所提出的問題。但是從喬這個簡單的回答中，我知道他心中最關心的是我和我同事最大利益。
領袖是為追隨者服務的概念不是由DePree或僕人領導的作者Robert K. Greenleaf提出的。因為耶穌基督就明確地說了：「正如人子來，不是要受人的服事，乃是要服事人，並且要捨命，作多人的贖價。」（馬太福音20章28節）、「因為人子來，並不是要受人的服事，乃是要服事人，並且要捨命作多人的贖價。」(馬可福音10章45節）。 耶穌也提出了一個奇特的說法：「誰願為首，就必作你們的僕人。」（馬太福音20章27節）。
這些話是上帝所說的話，記載在聖經當中：「他為我們的罪作了挽回祭，不是單為我們的罪，也是為普天下人的罪。」（約翰一書2章2節）毫無疑問，這是僕人式領導的縮影。 不單單在約翰一書，聖經很多經文都告訴我們要成為服務他人的領導者。
把他人的需求和利益放在首位的領導者能激勵追隨者發揮最大的潛能，包括他們的忠誠度。「凡事不可結黨，不可貪圖虛浮的榮耀；只要存心謙卑，各人看別人比自己強。各人不要單顧自己的事，也要顧別人的事。」（腓立比書2章3-4節）。
正如耶穌所說的：「施比受更有福。」（使徒行傳20章35節）當我們給予， 把別人放在第一位 ，我們也會得到回饋。在職場，這通常意味著領袖服務員工，所以員工願意為領導者提供最好的服務。
反省與問題討論
你對自己的上司有什麼期待？ 您認為員工是否有權對他的領導者抱有期望？ 如果您是擔任領導者的角色，您是否願意向那些為您工作的人詢問他們對您的期望？ 請分享你的看法。 領導者是否有義務幫助追隨者實現目標或發揮潛力？ 或者領導者只要關注企業的目標和目標，將員工視為實現目標的手段？ 解釋你的答案。 領導者把員工看作比自己更重要，而不去忽視或削弱員工的個人抱負，有什麼風險呢？
備註: 如果您手上有聖經，希望知道更多關於這個主題的經文，請參考:
利未記19章18節
19:18不可報仇，也不可埋怨你本國的子民，卻要愛人如己。我是耶和華。
馬可福音12章30-31節
12:30 你要盡心、盡性、盡意、盡力愛主─你的 神。』
12:31 其次就是說：『要愛人如己。』再沒有比這兩條誡命更大的了。」
路加福音 22章24-27節
22:24 門徒起了爭論，他們中間哪一個可算為大。
22:25 耶穌說：「外邦人有君王為主治理他們，那掌權管他們的稱為恩主。
22:26 但你們不可這樣；你們裏頭為大的，倒要像年幼的，為首領的，倒要像服事人的。
22:27 是誰為大？是坐席的呢？是服事人的呢？不是坐席的大嗎？然而，我在你們中間如同服事人的。
加拉太書 5章13-14節
5:13 弟兄們，你們蒙召是要得自由，只是不可將你們的自由當作放縱情慾的機會，總要用愛心互相服事。
5:14 因為全律法都包在「愛人如己」這一句話之內了。
雅各書2章8節
2:8 經上記著說：「要愛人如己。」你們若全守這至尊的律法才是好的。
WHAT FOLLOWERS EXPECT OF THEIR LEADERS
By Robert J. Tamasy
Most leaders have specific expectations. They often communicate, whether orally, in writing, or both, what they expect of those that report to them. They provide job descriptions, set goals and objectives, and determine the parameters that define when, where and how they are to perform their job responsibilities. But how often do we consider that followers might rightfully have expectations of their leaders?
Max DePree, the late entrepreneur, business executive and writer, offered this perspective:
“Any follower has a right to ask things of a leader. Here are several questions that leaders should expect to hear: What may I expect from you? Can I achieve my own goals by following you? Will I reach my potential by working with you? Have you bothered to prepare yourself for leadership? What do you believe?”
A common perspective is that followers – employees, staff, and team members – are there primarily for the benefit of the leader. However, authorities on the business and professional world like DePree have long contended that equally so, the leader is there for the benefit of the followers. Many renowned leaders say one of their foremost desires is to assist those that work for them in maximizing their potential and fulfillment.
My first job was as a grocery clerk, working on a local supermarket”s night crew. I was assigned a specific aisle and the responsibility for keeping the shelves stocked, sweeping and mopping the floor, and making certain the aisle looked presentable for shoppers the next morning. The night crew manager, a fellow named Joe, could have spent the night in his office, but every evening would work alongside one of us in our respective aisles.
One night I asked Joe why he worked with us, helping us to do our jobs, rather than just giving us our instructions and making sure we did our work properly. His answer was profound: “I will never ask anyone to do anything that I am not willing to do.” That, long before the term became popular, was my first exposure to servant leadership.
I did not ask the manager any of the questions DePree suggested, but from that simple response, I knew Joe had my best interests at heart, as well as those of my fellow workers.
The concept of a leader that serves his or her followers was not originated by DePree, or Robert K. Greenleaf, the author of Servant Leadership. It was stated explicitly by Jesus Christ. He said, “For even the Son of Man did not come to be served, but to serve, and to give his life as a ransom for many” (Matthew 20:28, Mark 10:45). Jesus also made the curious statement, “and whoever wants to be first must be your slave” (Matthew 20:27).
These declarations were made by the One of whom the Bible says, “He is the atoning sacrifice for our sins, and not only for ours but also for the sins of the whole world.” (1 John 2:2). That, without question, is the epitome of servant leadership. That is not all the Bible says about how are we as leaders to serve others.
The leader who puts the needs and interests of others first will inspire followers to give their best, including their loyalty. “Do nothing out of selfish ambition or vain conceit, but in humility consider others better than yourselves. Each of you should look not only to your own interests, but also to the interests of others” (Philippians 2:3-4).
As Jesus said, it is “more blessed to give than to receive” (Acts 20:35). One reason is because when we give – putting others first – we also receive. In the workplace, this often means serving others, who in turn are willing to give their best to those for whom they are working.
© 2018. Robert J. Tamasy has written Business at Its Best: Timeless Wisdom from Proverbs for Today”s Workplace; Tufting Legacies; coauthored with David A. Stoddard, The Heart of Mentoring, and edited numerous other books, including Advancing Through Adversity by Mike Landry. Bob”s biweekly blog is: www.bobtamasy.blogspot.com.
Reflection/Discussion Questions
If you report directly to someone, what expectations does he or she have for you? Do you think that employees – followers – are entitled to have expectations of their leaders? If you serve in a leadership role, would you be willing to ask those who work for you what expectations they have for you? Why or why not? Should a leader rightfully be obligated to help followers in being able to achieve their goals or reach their potential? Or should a leader focus only on corporate goals and objectives, seeing staff as the means for achieving them? Explain your answer. What risk, if any, would leaders be taking by setting aside or deemphasizing personal ambitions and instead, considering others as better, or more important, than themselves?
NOTE: If you have a Bible and would like to read more about principles it presents, consider the following passages: Leviticus 19:18; Mark 12:30-31; Luke 22:24-27; Galatians 5:13-14; James 2:8
