Robert K. Greenleaf coined the term “servant leadership” in an essay he first published in 1970, saying:
“The servant-leader is servant first. It begins with the natural feeling that one wants to serve, 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 the servant-first are two extreme types. The leader who is a servant first ensures that other people’s highest priority needs are being served.”
Robert Greenleaf passed away in 1990, but his principles live on at the Greenleaf Center for Servant Leadership, a non-profit organization that promotes education about servant leadership. The current CEO, Kent Keith, states, “The simplest way to explain it [servant leadership] would be to say that servant leaders focus on identifying and meeting the needs of others rather than trying to acquire power, wealth and fame for themselves.”
Robert Greenleaf, who spent much of his career in HR and personnel for AT&T, observed over many years that “there were leaders who were in it for themselves and leaders who were in it for others,” according to Keith. And, “his conclusion was that those who focused on others were the most effective leaders.”
In order to be a servant leader, one needs the following qualities, according to Greenleaf. Many of these are closely related with social and emotional intelligence.
1. Listening - Traditionally, leaders have been valued for their communication and decision making skills. Servant-leaders must reinforce these important skills by making a deep commitment to listening intently to others. Servant-leaders seek to identify and clarify the will of a group. They seek to listen receptively to what is being said (and not said). Listening also encompasses getting in touch with one's inner voice, and seeking to understand what one's body, spirit, and mind are communicating. Do people believe that you want to hear their ideas and will value them?
2. Empathy - Servant-leaders strive to understand and empathize with others. People need to be accepted and recognized for their special and unique spirit. We must assume the good intentions of coworkers and not reject people, even when forced to reject their behavior or performance. People believe that you will understand what is happening in their lives and how it affects them?
3. Healing - Learning to heal is a powerful force for transformation and integration. One of the great strengths of servant-leadership is the potential for healing one's self and others. In "The Servant as Leader'', Greenleaf writes, "There is something subtle communicated to one who is being served and led if, implicit in the compact between the servant-leader and led is the understanding that the search for wholeness is something that they have." Do others come to you when their tanks are low and options are few, especially when something traumatic has happened in their lives?
4. Awareness - General awareness, and especially self-awareness, strengthens the servant leader. Making a commitment to foster awareness can be scary--one never knows what one may discover! As Greenleaf observed, "Awareness is not a giver of solace—it is just the opposite. It is a disturbance and an awakener. Able leaders are usually sharply awake and reasonably disturbed. They are not seekers of solace. They have their own inner serenity." Do others believe you have a strong sense of clarity and keen insight into what is going on?
5. Persuasion - Servant-leaders rely on persuasion, rather than positional authority in making decisions. Servant-leaders seek to convince others, rather than coerce compliance. This particular element offers one of the clearest distinctions between the traditional authoritarian model and that of servant-leadership. The servant-leader is effective at building consensus within groups. Do others follow up on your requests because they want to, or because they have to?
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 must seek a delicate balance between conceptualization and day-to-day focus. Do others contribute their ideas and vision for the good of the group when you are around?
7. Foresight - Foresight is a characteristic that enables servant-leaders to understand lessons from the past, the realities of the present, and the likely consequence of a decision in the future. It is deeply rooted in the intuitive mind. Do others have confidence in your ability to anticipate the results of decisions and their consequences?
8. Stewardship - Robert Greenleaf's view of all institutions was one in which CEO's, staff, directors, and trustees all play significant roles in holding their institutions in trust for the greater good of society. Do others believe you are preparing them to make a positive difference in the world?
9. Commitment to the Growth of People - Servant-leaders believe that people have an intrinsic value beyond their tangible contributions as workers. As such, servant-leaders are deeply committed to a personal, professional, and spiritual growth of each and every individual within the organization. Do people believe that you are committed to helping them learn, grow and develop as a whole person?
10. Building Community - Servant-leaders are aware that the shift from local communities to large institutions as the primary shaper of human lives has changed our perceptions and has caused a feeling of loss. Servant-leaders seek to identify a means for building community among those who work within a given institution. Do people feel a strong sense of community in the places where you lead?
In summary, servant leaders have a natural desire to serve others. This “calling” to serve is deeply rooted and value-based. Servant leaders have a desire to make a difference for other people as they journey through this life, and they pursue opportunities to impact others’ lives for the better. A servant leader is willing to sacrifice self-interests for the sake of others. Do people believe that you are willing to sacrifice self-interest for the good of the group?
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