Servant-Leadership: Path to Organizational Health
By Charles Luke, Creative Learning Consulting, Stephenville, Texas.
In 1970 Robert K. Greenleaf[1] coined the term ‘servant-leader’ in an essay entitled ‘The Servant as Leader.’ In essence, Greenleaf stated, the servant-leader is servant first and then discovers through a desire to help others the natural choice to lead them in appropriate, healthy ways. This desire does not spring from a wish to be personally benefited. The servant-leader is different from the traditional leader in that he is not attempting to assuage some need for power or to acquire material possessions. For a biblical example of servant-leadership we need only to turn to Matthew 20:26-28 in the New Testament. In that passage Jesus describes servant-leadership by saying, ‘Whoever wants to be great among you must be your servant, and whoever wants to be first among you must be your slave, just as the Son of Man did not come to be saved, but to serve and to give his life as a ransom for many.’
In discussing the difference between the leader-first and the servant-leader model, Greenleaf goes on to say that: ‘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, will they not be further deprived?’[2]
Based on the example of Christ, that certainly sounds like a principle of Christian leadership. Too often, though, those in leadership positions in charitable and non-profit institutions seem to be more interested in power acquisition and personal aggrandizement than they are in ensuring equity for the least privileged among us. In another book, Greenleaf spells out some very basic traits to look for in a servant-leader.[3] He indicates that servant-leaders are interested in ten things:
Listening—Servant-leaders are intensely committed to hearing what others have to say and to listening to them in order to meet their needs. A tolerance for the expression of other opinions and viewpoints is a mark of a servant-leader. Listening to others indicates that the servant-leader values the other person even when there is disagreement about what is said. A strong ability to hear others, coupled with regular periods of reflection, is a characteristic of a servant leader.
Empathy—Servant-leaders are connected to those with whom they work, often to the point that they can feel what those in the organization feel. The servant-leader accepts people on a different level than their behavior often indicates and because people perceive him or her to be a feeling, caring person, they engender tremendous organizational identification among followers.
Healing—A tremendous strength of servant-leaders is the ability to help others heal when hurt or broken. The true servant-leader models self-healing through his or her relationship with God. Servant-leaders seldom have to hide their blemishes but often admit them and allow healing in their own lives. The ability to help others heal leads to transformational leadership and away from transactional leadership.
Awareness—The servant-leader is very self-aware as well as generally aware of his surroundings, circumstances, and the needs of others. Self-awareness enables the servant-leader to identify with the strengths and growth needs of others in the organization.
Persuasion—The servant-leader persuades rather than commands. If a policy exists for which there is no reason or a limited rationale, the servant-leader is not afraid to review the policy or bring it to the forefront for reconsideration. Truth and righteousness are the servant-leader’s best methods of persuasion.
Conceptualization—Servant-leaders typically are visionary. They think beyond the short-term problems facing an organization and attempt to establish long-term vision, mission, and goals for the organization. Servant-leaders often discuss the future in terms of years ahead rather than how the organization will do this year. They conceptualize realities far in advance of daily issues.
Foresight—Servant-leaders are marked by an ability to understand the examples and lessons of the past, the realities and exigencies of today, and the potential and likely future consequences of decisions they and others make.
Stewardship—Holding things in trust for others is critical for servant-leaders. They understand that they are primary stewards of the health of the organization, the purpose of the institution, and indeed the corporate and individual welfare of those involved.
Commitment to the growth of people – Servant-leaders are in the people business first and foremost. They are committed to the healthful development of individuals and to helping them grow. Servant-leaders look beyond the immediate behavior of individuals and look for long-range growth patterns to assist people in their holistic development.
Building community—Servant-leaders know that in order for organizations to be healthy those involved must possess a sense of belongingness within the organization; they must identify with the purpose and goals of the organization; and they must feel that they are contributing in some way to the organizations progress. Servant-leaders work to ensure that a sense of community, empowerment, and ownership exists among everyone in their organization.
If organizations want to be successful they must first address the motivational and development needs of their people. The best way to do this is through appropriate and effective leadership models. For organizations that are focused on benevolent outcomes for people, this means finding and empowering the right kind of leaders to do the job. Servant-leaders who focus on the needs of others first, are critical to the organizational health of any non-profit or charitable institution. Organizations should look for those leaders who listen to others; are empathetic; are committed to healing; are self-aware and generally aware; lead through persuasion rather than force; are visionary and conceptualize future needs and realities far in advance; have strong foresight regarding probable outcomes; are good stewards of organizational and individual trust; are committed to the growth of others; and are committed to building a sense of community among those in the institution. Only when they begin to focus on servant-leadership will institutions be truly successful.
