Leading by Serving: How Servant Leadership Works & What It Looks Like

When most of us think about ‘leadership,’ we don’t think about serving others–it seems more natural to think about leaders as the ones who are served! Servant Leadership, a transformational leadership model, is just the opposite. Almost a paradox.

When I talk with my doctoral students, they respond positively that they want to be servant leaders! Right off the bat, we jump into an exploration of Servant Leadership from an academic perspective (theory) and from an experiential perspective (practice).

One student reflected on the experience, sharing, “I definitely got a better understanding of what true servant leadership is. I'd seen the term before, but did not fully understand what it meant.”

In the Doctor of Education in Administration and Leadership (DEAL) Program, we study all types of leadership and all perspectives, but we do begin with a study of Servant Leadership and what that looks like in our real worlds of work and living and practice.

So where do we start? Let’s start with Robert Greenleaf’s definition, because he is the one who developed the concept in the early 1970’s that has evolved into the theory we know today:

“Servant Leaders’ ‘best test’: ‘Do those served grow as persons; do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to be servant leaders?’”

At first thought, you might consider a servant leader as someone who does the work for other people, or who does nice things for others who work for them. Maybe you think that a servant leader would make the lives of their followers easier – that all seems natural. Or maybe you think a servant leader would pick up trash, run errands, or stay late at work every day. But that’s actually not accurate. The litmus test for a servant leader is clear in the definition above… Do those we serve grow as people? Do they become healthier? Wiser? Freer, More Autonomous… More likely themselves to be Servant Leaders? That’s the real test… the answers to those questions!

One student connected this idea to a personal leadership experience, reflecting, “Servant leadership revealed the difference between improving performance and nurturing the person. That distinction was both convicting and transformative, encouraging a more Christlike commitment to value people before productivity.”

As an example, let’s unpack the first layer in the definition. Do my actions as a servant leader help those in my care to grow as people? An action that would help others would include building relationships through conversations and activities together, with accountability included in that relationship building. Other actions would include empowering those in your care with assignments that will elevate their professional journey to the next level. Sharing the news of their accomplishments and offering additional opportunities, all while providing support, encouragement, and guidance.

As one student observed, “The two key takeaways I gained from this class are that servant leadership is a lifestyle, not a leadership approach for many of my cohort members and myself.”

Not doing the work for others and staying late so everyone else can leave. Not cleaning and picking up trash alone. Compliments and affirmations if those statements are not really true… Sometimes people think doing these things makes a servant leader, but not so. If you’re really interested in growing and developing your organization through Servant Leadership – the Servant Leadership Best Test for everything you do – you’ll know right away!

Another tenet of Servant Leadership is the list of characteristics that emerged from the first essay where Greenleaf described the details of his leadership theory. Those characteristics are:

1. Listening: He or she listens receptively to what is being said and unsaid. Listening also encompasses hearing one’s own inner voice. Listening, coupled with periods of reflection, is essential to the growth and well-being of the servant-leader.

2. Empathy: The servant-leader strives to understand and empathize with others. The most successful servant-leaders are those who have become skilled empathetic listeners.

3. Healing: The healing of relationships is a powerful force for transformation and integration. One of the great strengths of servant-leadership is the potential for healing oneself and one’s relationship to others. Servant-leaders recognize that they have an opportunity to help make whole those with whom they come in contact.

4. Awareness: General awareness, and especially self-awareness, strengthens the servant-leader. Awareness helps one in understanding issues involving ethics, power, and values. It lends itself to being able to view most situations from a more integrated, holistic position.

5. Persuasion: Another characteristic of servant-leaders is reliance on persuasion, rather than on one’s positional authority, in making decisions within an organization. The servant-leader seeks to convince others, rather than coerce compliance.

6. Conceptualization: Servant-leaders seek to nurture their abilities to dream great dreams. The ability to look at a problem or an organization from a conceptualizing perspective means that one must think beyond day-to-day realities. Servant-leaders are called to seek a delicate balance between conceptual thinking and a day-to-day operational approach.

7. Foresight: Foresight is a characteristic that enables the servant-leader to understand the lessons from the past, the realities of the present, and the likely consequences of a decision for the future. It is also deeply rooted within the intuitive mind.

8. Stewardship: Robert Greenleaf’s view of all institutions was one in which CEO’s, staff, and trustees all played significant roles in holding their institutions in trust for the greater good of society.

9. Commitment to the growth of people: The servant-leader is deeply committed to the growth of each and every individual within his or her organization. The servant-leader recognizes the tremendous responsibility to do everything in his or her power to nurture the personal and professional growth of employees and colleagues.

10. Building community: The servant-leader seeks to identify some means for building community among those who work within an organization. (Larry Spears, 1995)

Another student reflected on the connection between servant leadership and faith, sharing, “When we look into the dynamics of our technology and current culture, servant leadership as an individual and across organizations is the way I believe Jesus would live.”

I welcome you to join us in a discussion about Servant Leadership and discover what it looks like, how to make it happen, and why the characteristics make a difference!