The proximal goal of SLAM education is to foster seven transformative paradigm shifts in learners’ frames of reference about leadership, service, and service leadership. The new paradigms represent SLAM Core Beliefs (CB 1-7) about Service Leadership. 

Old and New Paradigms about Leadership, Service, and Service Leadership

The Old Paradigms
(Current Frames of Reference)

The New SLAM Paradigms
(Desired Frames of Reference)

Leadership is a means of improving one’s own fame and fortune. Leadership is a service aimed at ethically satisfying the needs of self, others, groups, communities, systems,and environments (CB 1).
Leaders are people in positions of power and authority who already possess leadership traits and competencies. Everyday, every human occupies a position of leadership and possesses the potential to improve her leadership quality and effectiveness (CB 2).
Leadership effectiveness is only dependent on power and the possession of relevant task competencies. Leadership effectiveness is dependent on possessing relevant situational task competencies plus being judged by superiors, peers, and subordinates as possessing character and exhibiting care (CB 3).
Service is performed to satisfy the needs of others. Service includes self-serving efforts aimed at ethically improving one’s competencies, abilities, and willingness to help satisfy the needs of others (CB 4).
Service is about delivering high quality, one-size-fits-all service propositions to customers. Service Leadership and Management is about creating new personal service propositions and consistently providing high quality caring service to everyone one comes into contact with, including one’s self (CB 5).
Service leadership is a new concept that recently evolved out of the academic field of service science. Service leadership is the world’s oldest, most competitive, and longest surviving business model (CB 6).
Future leadership and management jobs will go to people who possess production and manufacturing competencies. High-paying, high status leadership positions and management promotions will go to people who have domain specific knowledge and skills plus service leadership competencies, character strengths, and a caring social disposition (CB 7).
© 2010 Po Chung