servant-leadership

What Is Servant Leadership? Servant Leadership In A Nutshell

The term servant leadership was first coined by researcher Robert K. Greenleaf in a 1970 essay titled The Servant As Leader. Servant leadership is a leadership style and philosophy that puts the needs, growth, and wellbeing of subordinates first.

Understanding servant leadership

Greenleaf believed the primary goal of a servant leader was to ensure subordinates became healthier, wiser, and more autonomous to a point where the subordinates themselves embodied servant leadership qualities. 

He also noted that servant leadership began “with the natural feeling that one wants to serve, and 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 usual power drive or to acquire material possessions.

Indeed, servant leadership seeks to move management away from traditional authoritarian leadership styles which focus on structure, power, hierarchy, and rigid give-take relationships. Servant leaders believe that when their team members feel personally and professionally fulfilled, they produce higher quality work more productively and efficiently. 

The ten qualities of servant leadership

There are ten generally accepted qualities, or principles, of servant leadership:

  1. Listening – servant leaders don’t just speak but also actively listen to what their subordinates have to say. Ample opportunity is given to every individual to ensure their concerns, observations, or growth opportunities are considered.
  2. Empathy – or the ability to understand and share the feelings of another person. Servant leaders are empathic leaders and care about their followers on a personal level.
  3. Healing – servant leaders also recognize the importance of solving problems before moving on to new projects. Dealing with setbacks and challenges as they occur helps the team settle differences and move forward.
  4. Awareness – effective leadership also depends on self-awareness, a highly important but sometimes overlooked ability. Servant leaders need to be aware of the particular strengths and weaknesses in themselves and others.
  5. Persuasion – servant leaders motivate staff by explaining why a course of action is the most preferred. This approach contrasts with autocratic leaders who instruct subordinates with little explanation or reasoning.
  6. Conceptualization – or an ability to think beyond small tasks and communicate the importance of larger goals to subordinates.
  7. Foresight – servant leaders understand the importance of learning from their mistakes and help their followers do the same.
  8. Stewardship – servant leadership is also characterized by responsibility and dependability. Subordinates tend to have a higher degree of trust in servant leaders and feel comfortable confiding in them where necessary. Servant leaders are also reliable stewards of company assets and mission.
  9. Commitment to growth – as noted earlier, commitment to growth is a fundamental quality of servant leadership. These individuals lead by example but also encourage subordinates to do the same, thereby enhancing personal and professional growth.
  10. Community focus – lastly, servant leaders seek to identify ways social and task-orientated communities can be built amongst those employed in the organization. This approach addresses the feeling of loss many are experiencing as the world shifts away from local communities toward larger, faceless institutions.

Key takeaways:

  • Servant leadership is a leadership style and philosophy that puts the needs, growth, and wellbeing of subordinates first. The approach was first mentioned by researcher Robert K. Greenleaf in 1970.
  • Fundamental to servant leadership is the ability for a leader to prioritize the needs and personal growth of their followers above their own. Somewhat paradoxically, servant leaders have a desire to serve first and lead second.
  • Servant leadership can be defined by ten principles: listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to growth, and community focus.

Connected Leadership Frameworks

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transformational-leadership
Transformational leadership is a style of leadership that motivates, encourages, and inspires employees to contribute to company growth. Leadership expert James McGregor Burns first described the concept of transformational leadership in a 1978 book entitled Leadership. Although Burns’ research was focused on political leaders, the term is also applicable for businesses and organizational psychology.
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Harvard Business School professor Dr. John Kotter has been a thought-leader on organizational change, and he developed Kotter’s 8-step change model, which helps business managers deal with organizational change. Kotter created the 8-step model to drive organizational transformation.
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The Value Disciplines Model was developed by authors Michael Treacy and Fred Wiersema. In their model, the authors use the term value discipline to represent any method a business may use to differentiate itself. The Value Disciplines Model argues that for a business to be viable, it must be successful in three key areas: customer intimacy, product leadership, and operational excellence.
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Andy Grove, helped Intel become among the most valuable companies by 1997. In his years at Intel, he conceived a management and goal-setting system, called OKR, standing for “objectives and key results.” Venture capitalist and early investor in Google, John Doerr, systematized in the book “Measure What Matters.”
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Tipping Point Leadership is a low-cost means of achieving a strategic shift in an organization by focusing on extremes. Here, the extremes may refer to small groups of people, acts, and activities that exert a disproportionate influence over business performance.
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Amazon fundamental principles that drove and drive the company are: Customer Obsession Ownership Invent and Simplify Are Right, A Lot Learn and Be Curious Hire and Develop the Best Insist on the Highest Standards Think Big Bias for Action Frugality Earn Trust Dive Deep Have Backbone; Disagree and Commit Deliver Results
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In his book, “Competitive Advantage,” in 1985, Porter conceptualized the concept of competitive advantage, by looking at two key aspects. Industry attractiveness, and the company’s strategic positioning. The latter, according to Porter, can be achieved either via cost leadership, differentiation, or focus.

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Gennaro Cuofano

Gennaro is the creator of FourWeekMBA which reached over a million business students, executives, and aspiring entrepreneurs in 2020 alone | He is also Head of Business Development for a high-tech startup, which he helped grow at double-digit rate | Gennaro earned an International MBA with emphasis on Corporate Finance and Business Strategy | Visit The FourWeekMBA BizSchool | Or Get The FourWeekMBA Flagship Book "100+ Business Models"