Servant Leadership

I recently attended the International Leadership Association’s http://www.ila-net.org/ webinar by George Graen on Misguided Leadership. Mr. Graen has had an illustrious research, teaching and development career focused on leadership theory and practice. In the Misguided Leadership webinar, George listed a number of reasons why North Americans find themselves in a climate of chaos, uncertainty and fear, in summary – we have lost our way. During the Q&A, he was asked, ‘What is the essence or inner-disposition of good and great leaders’ - Servant Leadership was his response.

Robert K. Greenleaf, father of the servant leadership movement, says leaders have two responsibilities: i) concern for tasks, ii) concern for people (Carroll, 2005). Many others share that perspective. In Cohen’s (2010) interpretative analysis of Peter Druckers' leadership perspective he quotes ‘a leader, any leader must be for the benefit of others not oneself’ (pg. 166). Jim Collins (2005) says true leadership is getting people to follow when they have the freedom not to. Goffee and Jones’ (2001) comprehensive literature review of follower’s experience confirmed we follow leaders who produce within us three emotional responses: 1. a feeling that we really matter, 2. a sense of community and 3. a willingness to relate to one another as human beings.

Theorists, researchers, practitioners and citizens will agree organizations, associations and nations rise and fall on leadership. In every culture and historical period, leadership has played a vital role in the coherence and survival of the group. Across sectors, disciplines and cultures the definition and practice of leadership shifts and evolves; hundreds of definitions and an expansive range of results exist. The practice and philosophy of leaders and leadership has been gleaned from writings of those who have gone before i.e. Homer’s Iliad, biblical testaments, essays about Confucius in I Ch’ing and Machiavelli’s rules and principles written in the 16th century (House, Hanges, Javidan, Dorfman, Gupta, 2004). The principles of servant leadership are derived from the teaching and lessons of Jesus of Nazareth.

The principles and practice of servant leadership are exercised and witnessed in secular and non-secular environments. Principles of servant leadership include: listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to growth and focus on community. The practice of servant leadership is present in individuals and organizations; it is recognizable where through the act of leadership both people and task are served. Greenleaf said the test for the presence of leadership is when those served grow as persons – while being served they become healthier, wiser, freer, more autonomous and more likely to serve others.

Based in biblical practice, socio-economic policy or triple-bottom line, servant leadership is the disposition of good and great leaders. Despite its simplicity, longevity and benefit, Graen notes leadership fads, fashion and fodder in the US alone, did a booming business of 12 billion dollars in 2007. Quantifiably, the investment of leadership resources, intentions and talent are not returning promised or expected results in a world that is hungry for leaders.

Leadership matters – whose leading you?

Terresa Augustine - LinkedIn

- Carroll, A. B. (2005, May/June). Servant Leadership, Nonprofit World (23.3), 18 - 20.
- Cohen, W.A. (2010). Drucker on leadership. San Francisco, CA: Jossey-Bass.
- Collins, J. (2005). Good to great and the social sectors. Boulder, CO: Jim Collins Publishing.
- Goffee, R. , Jones, G. (2001). Followership – its personal too. Harvard Business Review on Breakthrough Leadership. Boston, MASS: Harvard Business Press.
- House, R. J., Hanges, P. J., Javidan, M., Dorfman, P. W., & Gupta, V. (2004). Culture, leadership and organizations: The GLOBE study of 62 societies. Thousand Oaks, CA: Sage.