Today I was reading about the need to be a servant leader to be successful Enterprise Architect

Servant leadership is both a leadership philosophy and set of leadership practices. Traditional leadership generally involves the accumulation and exercise of power by one at the “top of the pyramid.” By comparison, the servant-leader shares power, puts the needs of others first and helps people develop and perform as highly as possible.

Unlike leadership approaches with a top-down hierarchical style, servant leadership instead emphasizes collaboration, trust, empathy, and the ethical use of power. At heart, the individual is a servant first, making the conscious decision to lead in order to better serve others, not to increase their own power. The objective is to enhance the growth of individuals in the organization and increase teamwork and personal involvement. A recent behavioral economics experiment demonstrates the group benefits of servant leadership. Teams of players coordinated their actions better with a servant leader resulting in improved outcomes for the followers (but not for the selfless leaders).

The most common division of leadership styles is the distinction between autocratic, participative and laissez-faire leadership styles. The authoritarian style of leadership requires clearly defined tasks and monitoring their execution and results. The decision-making responsibility rests with the executive. In contrast to the autocratic, the practice of a participative leadership style involves employees in decision-making. More extensive tasks are delegated. The employees influence and responsibility increases. The laissez-faire style of leadership is negligible in practice.

Servant leadership can be most likely associated with the participative leadership style. The authoritarian leadership style does not correspond to the guiding principle. The highest priority of a servant leader is to encourage, support and enable subordinates to unfold their full potential and abilities. This leads to an obligation to delegate responsibility and engage in participative decision-making. In the Managerial Girl Model of Blake and Mouton, the participative style of leadership is presented as the approach with the greatest possible performance and employee satisfaction. However, there is the question whether a leadership style can be declared as universal and universally applicable. Situational contexts are not considered.

The servant leadership approach goes beyond employee-related behavior and calls for a rethinking of the hierarchical relationship between leader and subordinates. This does not mean that the ideal of a participative style in any situation is to be enforced, but that the focus of leadership responsibilities is the promotion of performance and satisfaction of employees.

Servant leadership is an ancient philosophy. There are passages that relate to servant leadership in the Tao Te Ching, attributed to Lao-Tzu, who is believed to have lived in China sometime between 570 BCE and 490 BCE:

The highest type of ruler is one of whose existence the people are barely aware.
Next comes one whom they love and praise.
Next comes one whom they fear.
Next comes one whom they despise and defy.

When you are lacking in faith,
Others will be unfaithful to you.

The Sage is self-effacing and scanty of words.
When his task is accomplished and things have been completed, All the people say, ‘We ourselves have achieved it!’[1]

Chanakya wrote, in the 4th century BCE, in his book Arthashastra:

the king [leader] shall consider as good, not what pleases himself but what pleases his subjects [followers]
the king [leader] is a paid servant and enjoys the resources of the state together with the people

Servant leadership can be found in many religious texts, though the philosophy itself transcends any particular religious tradition. In the Christian tradition, this passage from the Gospel of Mark is often quoted in discussions of servant leadership:

42 Jesus called them together and said, “You know that those who are regarded as rulers of the Gentiles lord it over them, and their high officials exercise authority over them.

43 Not so with you. Instead, whoever wants to become great among you must be your servant,

44 and whoever wants to be first must be servant of all.

45 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.” (Mark 10:42-45.[2])

 

While servant leadership is a timeless concept, the phrase “servant leadership” was coined by Robert K Greeleaf in “The Servant as Leader”, an essay that he first published in 1970. In that essay, Greenleaf said:

“The servant-leader is servant first… It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions…The leader-first and the servant-first are two extreme types. Between them there are shadings and blends that are part of the infinite variety of human nature.”

“The difference manifests itself in the care taken by the servant-first to make sure that other people’s highest priority needs are being served. The best test, and difficult to administer, is: Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And, what is the effect on the least privileged in society? Will they benefit or at least not be further deprived?“

Robert Greenleaf recognized that organizations as well as individuals could be servant-leaders. Indeed, he had great faith that servant-leader organizations could change the world. In his second major essay, “The Institution as Servant” (1972), Greenleaf articulated what is often called the “credo.” There he said:

“This is my thesis: caring for persons, the more able and the less able serving each other, is the rock upon which a good society is built. Whereas, until recently, caring was largely person to person, now most of it is mediated through institutions – often large, complex, powerful, impersonal; not always competent; sometimes corrupt. If a better society is to be built, one that is more just and more loving, one that provides greater creative opportunity for its people, then the most open course is to raise both the capacity to serve and the very performance as servant of existing major institutions by new regenerative forces operating within them

Advantages:

This concept is seen as a long-term concept to life and work and therefore has the potential to influence the society in a positive way.

The exemplary treatment of employees leads to an excellent treatment of customers by employees of the company and a high loyalty of the customers.

Servant Leaders engender trust, which catalyzes higher levels of worker engagement, the offering of the workers’ discretionary effort and ideas, and greater speed in change and innovation.

There is a high employee identification with the enterprise.

An excellent corporate culture is developed.

Leaders of a company define themselves by their significance to the people.

Servant leadership can be used as a principle to improve the return on investment of staff, in all economic sectors. Managers who empower and respect their staff get better performance in return.

 

Disadvantages:

Servant leadership is seen as a long-term application and therefore needs time for applying.

Servant leadership assumes low level of control over team.

 

1. Skip the small talk

“What’s up with this weather?” and “How ’bout them [insert local sports team]?” are as bad as cheesy pick-up lines when it comes to starting a conversation. Avoid tired topics. Every situation is unique, so you should be able to find a unique conversation starter.

2. Ask for their opinion

Everyone has one! For someone you don’t know well, start with light subjects like the food, the music, the atmosphere, etc. “Do you like your Margaritas with salt or without? Do you like this song?” It’s probably best to stay away from really sticky subjects like politics unless you already know the person very well.

3. Ask for their advice or recommendations

This works very well when commenting on someone’s outfit or accessories, as in “What a great tie! Where did you get it?” or on the food, as in, “Everything looks good. What are you having?”

4. Ask them a question — that’s easy to answer

This is great when you know or find out that a person has expertise in a particular field. If you’re talking to your company’s IT guy, for example, you could ask him whether he’s the guy who installs hardware or software. But avoid asking anyone to explain something super complex or involved; if that’s where the conversation leads, great, but asking a really complicated question up front can feel demanding.

5. Comment on the environment

No matter where you are, there are things to comment on: the music, the food, the lights, the guests, and so on. Even if you are stuck in an elevator with someone, you can comment on the music, the speed, the crowdedness, etc.

6. Ask for an update

If you know someone a little or know them by reputation, ask for an update on something you know they’ve been doing, for example, “Oh, Mary mentioned you were taking swing dance classes. How’s that going?”

7. Ask open-ended questions whenever possible

If your question can be answered with a simple yes or no, don’t be surprised if that’s what you get. Having follow-up questions ready can also help the conversation flow. If you are asking what kind of food they’re having, for example, you might follow up with, “That sounds good. Do you know what kind of wine would go well with that?” Almost everything can be followed up with, “Why?” (Just don’t ask it too many times and end up sounding like a three-year-old!)

8. Ask a hypothetical question

These can be great conversation starters, but try to tie them into something happening at the event or in current events to avoid seeming too random. You might say something like, “I just saw this movie where all the laws were revoked for one day. What would you do if there were no laws for a day?”

9. Ask about their kids, pets, or hobbies

People love to talk about the things that are important to them. If you know that your boss loves to sail, asking him about his latest trip is a surefire way to get him talking.

10 Linkedin groups every Enterprise Architect should join: http://www.corso3.com/blog/bid/337069/10-LinkedIn-groups-every-Enterprise-Architect-should-join

Building an Openstack lab from scratch with PackStack on AWS and Google Cloud – Installing OpenStack via Packstack: https://www.ravellosystems.com/blog/openstack-packstack-installation-on-aws/#more-5830

When you boot standard Ubuntu Cloud image in the Openstack, no password or user is generated in the image by default. You can configure your Ubuntu Cloud image to set a static password or generate a password in the first boot of the image. You need to configure metadata service in the Openstack in order to use this.

Step 1:

Firstly, download your Ubuntu cloud image from this link: https://cloud-images.ubuntu.com/

Step 2:

Install guestfish in your server. This server probably will be your Glance image server. :

aptget install guestfish
Step 3:
In order to edit the image file open it with guestfish:
guestfish rw a preciseservercloudimgamd64disk1.img
root@ppm-dc-c3sv3-ju:~/sandbox# guestfish –rw -a precise-server-cloudimg-amd64-disk1.img
Step 4:
Now you will be taken to tje guestfish shell.
Welcome to guestfish, the guest filesystem shell for
editing virtual machine filesystems and disk images.

Type: ‘help’ for help on commands
‘man’ to read the manual
‘quit’ to quit the shell

Step 5:
><fs> run
Step 6:
><fs> list-filesystems
/dev/sda1: ext4
Step 7:
><fs> mount /dev/sda1 /
Step 8:
><fs> vi /etc/shadow
Blank the password for ubuntu user as follows
ubuntu::16548:0:99999:7:::
Step 9:
Now add this image to openstack glance and launch the instance.
Step 10:
You can log into the instance from the openstack horizon vnc console.
Once you log in as the ubuntu user, you can change the password with
the passwd command to one of your choice.

Here is a simple and useful URL about OpenStack APIs.

http://www.linux.com/learn/tutorials/802976-introduction-to-the-openstack-api

Using Libvirt to boot a VM.

Posted: December 30, 2014 in Uncategorized

My previous post was about how to boot a VM using KVM.

Let’s focus now on booting a VM using Libvirt.

The following example shows how to use the qemu-img command to create an empty image file. virt-install command to start up a virtual machine using that image file.

1. First create a .qcow2 image file

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root@xyz:~# qemu-img create -f qcow2 /home/nazarite/ubuntu-14.04-server.qcow2 250G

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2. Use net-start in virsh to start the default network

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virsh # net-start default
Network default started

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3. I am going to use virt-install tool to boot the virtual machine through libvirt and connect to the graphical console from a VNC client installed on your local machine.

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root@xyz:~# virt-install –virt-type kvm –name ubuntu-14.04-server –ram 10240 –cdrom=/home/nazarite/ubuntu-14.04.1-server-amd64.iso –disk path=/home/ppmuser/ubuntu-14.04-server.qcow2,size=250,format=qcow2 –network network=default –graphics vnc,listen=0.0.0.0 –noautoconsole –os-type=linux –os-variant=ubuntutrusty

Starting install…
Creating domain…                                                                                                          |    0 B     00:00
Domain installation still in progress. You can reconnect to
the console to complete the installation process.

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4. Use the ‘virsh vncdisplay vm-name’ command to get the VNC port number.

# virsh vncdisplay ubuntu-14.04-server
:1

5. Connect to a vnc client like tightvnc with the I.P Addresss_of_host: