Servant Leadership

Servant Leadership

The concept of servant leadership may seem novel to some, but it is a philosophy and set of practices that enriches lives, builds better organizations, and ultimately creates a more just and caring world—all with roots reaching back centuries.

Robert K. Greenleaf, the founder of modern servant leadership, drew inspiration from Herman Hesse’s The Journey to the East and the role of ‘Leo’ in the story. Leo was a person of extraordinary presence; the journey’s group thrived until his disappearance, which revealed his quiet leadership. Greenleaf coined the phrase ‘Servant Leadership’ from this insight. However, Sendjaya and Sarros, referencing Biblical accounts as Akuchie did, claim that Jesus Christ—not Greenleaf—introduced servant leadership to everyday endeavor.

As Greenleaf wrote: “Servant leadership begins with the natural feeling that one wants 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 servant-first are two extreme types, and between them there are shadings and blends that are part of the infinite variety of human nature.”

This thought prompted me to reflect: true leadership grows from the instinct to serve and a conscious choice to lead. A servant can only become a leader if a leader remains a servant.

There are many leadership styles—authoritarian, participative, delegative, transactional, transformational—all with their strengths and drawbacks. One notably risky style is the ‘laissez-faire’ leader, who provides little oversight. While the authoritative leader is as firm as a rock, the laissez-faire leader lets people drift, which may work for highly skilled teams but risks deviating from critical goals if not managed.

According to Edmonds, “Servant leadership is defined as a person's dedication to help others be their best selves at home, work, and in their community. Anyone can serve and lead from any position or role in a family, workplace, or community.”

Over the last three decades, servant leadership has emerged from its religious roots to shape the world’s most successful companies. In reality, servant leadership often means the opposite of the top-down model most expect: leaders serve their teams, empower and motivate them, and build their success on helping others grow.

Consider companies regularly featured in Fortune’s 100 Best Companies to Work For—they thrive on servant leadership. David K. Williams, CEO of Fishbowl and serial entrepreneur, advocates for servant leadership as the key to organizational success. In his book, The 7 Non-Negotiables of Winning, he highlights how respect, belief, loyalty, commitment, trust, courage, and gratitude drive growth and inspire employees to flourish.

Another example is Sylvia Metayer, CEO of Sodexo Corporate Services Worldwide. Under her servant leadership, Sodexo focused on improving quality of life for millions, earning repeated spots on Fortune's "World's Most Admired Companies". Their Global Workforce Trends report identifies six dimensions directly impacted by servant leadership: Physical Environment, Health and Well-Being, Social Interaction, Recognition, Ease and Efficiency, and Personal Growth.

• Physical Environment: Ensuring employees are safe and comfortable.
• Health and Well-Being: Supporting healthier choices and habits.
• Social Interaction: Fostering connections and cultural growth.
• Recognition: Making employees feel valued.
• Ease and Efficiency: Improving work-life balance and daily experiences.
• Personal Growth: Empowering learning and professional development.

The important question then becomes: how do we make work easier and more meaningful for others? It's about preparing people for change, creating meaningful career paths, and supporting ongoing learning. This demands a shift from hierarchical models to collaborative ones, with leaders acting to serve, not to be served.

The world’s top brands have recognized the power of putting people before profits, championing shared values like authenticity, freedom, and collaboration. For servant leaders, this 'emotional currency' becomes the only sustainable model for the future of work.

• Do those I serve grow as persons?
• Do they become healthier, wiser, freer, more autonomous, and more likely themselves to serve?
• What is the effect on the least privileged in society?
• Will they benefit or at least not be further deprived?

• Great progress happens when you take chances.
• Innovation starts at the edge of discomfort.
• The process of delegation should include help, coaching, and guidance whenever needed.