3.4: Servant Leadership Theory

Robert Greenleaf explored the concept of leading by serving others in 1970 with his essay The Servant as Leader. He went on to write a book in 1977 called Servant Leader. With this style of leadership, the leader moves from taking center stage to prioritizing serving others on the team.

Author Angelo Letizia defines servant leadership in his 2017 book Using Servant Leadership: How to Reframe the Core Functions of Higher Education.

What does it mean to serve another human being? How does one human being help another human being grow and develop? What exactly is growth, and how do we measure it? These questions all point to the phenomenon of servant leadership, which has emerged over the last forty years due chiefly to the writings of Robert Greenleaf. Greenleaf argued leadership could be conceived of as service to followers. For Greenleaf (2002), the most important test of servant leadership is “Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?” Greenleaf (2002) did not just view servant leadership as an individual phenomenon, however; he also called for the ideas of servant leadership to transform institutions.

The terms “servant” and “leader” are opposed in some sense; thus, the idea of servant leadership is paradoxical (SanFacon and Spears 2011; Spears 2004). Yet as SanFacon and Spears (2011) note, when opposites join, paradoxes ensue and can open our eyes to new, previously unknown ideas. The new possibility is a leader who serves (Spears 2004). As Greenleaf noted, servant leaders want to serve before they want to lead. In contrast, leaders who lead first may simply have a desire for power (Greenleaf 2002). Greenleaf called these leaders “leader- first,” and for them, leading comes before serving. Of course, as Green-leaf (2002) notes, in real life leaders usually fall into a number of complex gradations between these two concepts of leadership. Greenleaf ’s voluminous work set in motion the ideas and research for servant leadership that spans until the present day.

This concept of leaders as servants is a big shift for most leadership paradigms. It also lines up with some of the philosophies and approaches of peer support.¹¹ Servant leadership goes beyond stewardship by requiring leaders to eschew personal accolades and devote themselves entirely to a greater cause. Greenleaf stated, “The essential quality that separates servant leaders from others is that they live by their conscience—the inward moral sense of what is right and wrong. That one quality is the difference between leadership that works and leadership—like servant leadership—that endures.” The following aspects are central to servant leadership:

1. Placing service before self-interest. The servant leader’s primary concern is helping others, not receiving recognition or financial reward.
2. Listening to others. Servant leaders recognize the importance of listening to the ideas and concerns of stakeholders; they never attempt to impose their will on others. This aspect allows servant leaders to strengthen relationships, understand group needs and dynamics, and effectively allocate resources to improve the group’s welfare.
3. Inspiring through trust. As we discussed earlier, ethical leaders must be trustworthy. It does not take much effort for servant leaders to be truthful because they usually have strong moral convictions.
4. Working toward feasible goals. Servant leaders realize that many problems cannot be solved by one person. They also tackle the most pressing issues facing their groups.
5. Helping others whenever possible. Servant leaders lend a helping hand when the opportunity arises. An example is the district manager of a fast-food chain who helps part-time employees flip burgers during a lunchtime rush hour. Another is the director of a business unit who observes that a team is short a member and needs help in meeting a deadline; the director joins the team for the afternoon to help meet the deadline.

Another way of understanding the distinguishing characteristics of servant leadership is offered by DeGraaf, Tilley, and Neal:

The main assumption is that true leadership should call us to serve a higher purpose, something beyond ourselves. One of the most important aspects of leadership is helping organizations and staff identify their higher purpose. The best test of the servant-leadership philosophy is whether or not customers and staff grow as persons! Do customers 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, not be further deprived? To achieve this higher purpose of public organizations, you, as a leader, must be passionate about your desire to improve your community and yourself.¹²

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¹¹Cusick, J. (2022)

¹²Alverson, K. (2018)