London, England: Springer Berlin Heidelberg. In Corporate ethics and corporate governance (79-85). Unfolding the proactive process for creativity: Integration of the employee proactivity, information exchange, and psychological safety perspectives. As one of the purported benefits of diversity is the diversity of thought, added creativity, and potential for innovation gained by way of additional perspectives, those additional perspectives might never be known if everyone does not feel safe to voice them (Gong, Cheung, Wang, & Huang, 2012). The key, in my experience, is the psychological safety generated through proactive inclusion efforts. It does not matter how diverse the workforce is if portions of the workforce are as excluded from the organization within as they would be without. I agree that adopting and promoting the servant leadership style promotes inclusiveness, which is what really matters for an effective corporate diversity program. After all, who wants to leave a business where everyone is there for you? That selflessness, in turn, promotes teamwork, support, engagement, pro-social behaviors, and organizational commitment. The great advantage of servant leadership for the individual leader is exactly what I discovered it to be, before I knew the style had a name: Servant leadership is a long-term leadership style that positively impacts the leader, followers, and the overall organization by promoting selflessness (Greenleaf, 2007). I am not surprised, Chris, that your servant leadership style has taken you to a position of respect and trust from, and with, your clients. People had become as committed to me as I was to them be they clients, subcontractors, coworkers, or executive leaders. It was only after many years that I realized what made people want to work with me, what made them excited to walk onto my job sites, what inspired high performance, and what saved me every time I needed help, was the fact that I had been practicing servant leadership all those years. Instead I simply learned what I could, kept putting the project, client, and team ahead of myself, and did the best work I could produce. Seemingly everyone in leadership roles around me was a tyrant of sorts, and expected me to be the same. My personality was not such that allowed me to embrace the authoritarian, forceful, and threatening leadership tactics prevalent in the building industry in the 1990s. For myself, as a young building site manager early in my career, I had a deep underlying concern that my inclination to help others would be viewed as a weakness limiting my chances for promotion. Servant leadership can be an off-putting term for the uninformed.
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