Servant leadership was first coined by Robert K.\u00a0 Greenleaf in 1970, however, as a newer field of study empirical evidence has only been available for the last decade (Northouse, 2016).\u00a0 Although it is similar to other theories in that it observes leader behaviours, the behaviours of interest focus on the needs of, and development of others first (Northouse, 2016).<\/p>\n
No consensus has been reached on a clear definition or framework (Van Dierendonck, 2011).\u00a0 The definition most often cited is the one from Greenleaf himself, however, authors appear to agree on the following foundational principles:<\/p>\n
Strengths of the servant leadership model are a focus on altruism, sharing control with followers, the identification that this form of leadership will be not effective in all situations, and the availability of measurement tools (Northouse, 2016).\u00a0 Another strength is that leader behaviours are easily understood and applied, and these ideas are already used by many successful companies (Northouse, 2016; KnowledgeAtWharton, 2008).\u00a0 One study suggests that servant leadership in the workforce can be integrated with positive psychology to enable employees to function at optimal levels generate positive individual, team and organizational behaviour, which can enable employees to function at optimal levels (Searle and Barbuto, 2011).\u00a0 Empirical and anecdotal evidence suggests that employees who are served by their leaders will model this behavior and serve customers (KnowledgeAtWharton, 2008; Hwang, Kang, Youn, 2014).<\/p>\n
Limitations of the servant leadership model are the paradoxical nature of terms, no consensus on a definition or framework, the inherent \u201cvalue-push\u201d and moralistic quality which can discourage study, and the inclusion of conceptualization when that behaviour not specific to servant leadership (Northouse, 2016).\u00a0 Another weakness is that contextual factors that influence the success of servant leadership are underestimated (Smith et al., 2004).<\/p>\n
As with all other aspects of servant leadership the purpose of awareness is to make things better for others, not for oneself.\u00a0 This differs from awareness in emotional intelligence where the purpose is to recognize how emotions affects one\u2019s own performance (Goleman, 2017).\u00a0 The purpose of self-awareness in the psychodynamic approach is to assist the leader in improving personal behaviour and interpersonal relations for the purpose of improving as a leader and influencing others; again, the motivation is not serving others as it is in the servant leadership model (Northouse, 2016).<\/p>\n
Historical accounts of Mother Teresa suggest that she was a true servant leader, and numerous web authors have supported this claim.\u00a0 Her motivation was to serve others, her central focus altruism as she served \u201c\u2026 the unwanted, the unloved, the uncared for\u2026\u201d\u00a0 (Mother Teresa of Calcutta, 2018). She demonstrated a willingness to learn from those she served by living among them.\u00a0 She established the Missionaries of Charity, investing in others so they would develop to their full potential and, in turn, then continue the work and develop other leaders.\u00a0 As orphanages, hospices, and charity centers continue to function worldwide there can be no doubt that she had a positive impact on society\u00a0 (Mother Teresa of Calcutta, 2018).<\/p>\n
Servant leadership is a relatively new concept that has received attention by researchers and employers.\u00a0 The primary motivation of the leader in this model is to serve others.\u00a0 Outcomes are measured by the development and growth of the followers, reciprocal growth in the leader, a cycle of future leader development and positive change.\u00a0 The model is can be practically utilized in work and other environments.\u00a0 One example of a servant leader is Mother Teresa, whose motivation began with serving others and spent much of her life serving the least privileged in society.\u00a0 The servant leadership model has much to offer for the equipping of the leaders of today and the future.<\/p>\n
References \u00a0\u00a0\u00a0\u00a0<\/strong><\/p>\n Goleman. (2017, Jan 12). Self-Awareness:\u00a0 The Foundation of Emotional Intelligence.\u00a0 [weblog comment].\u00a0 Retrieved from https:\/\/www.linkedin.com\/pulse\/self-awareness-foundation-emotional-intelligence-daniel-goleman<\/a><\/p>\n Hwang, H., Kang, M., & Youn, M. (2014). The influence of a leader’s servant leadership on employees’ perception of customers’ satisfaction with the service and employees’ perception of customers’ trust in the service firm: the moderating role of employees’ trust in the leader. Journal of Global Scholars of Marketing Science,24(1), 65-76.<\/p>\n JohnMaxwellCo.\u00a0 (2013, Sep 10).\u00a0 John Maxwell The 5 Levels of Leadership.\u00a0 [Video file].\u00a0 Retrieved from https:\/\/www.youtube.com\/watch?v=aPwXeg8ThWI<\/a><\/p>\n KnowledgeAtWharton.\u00a0 (2008, Jul 9).\u00a0 Southwest Airlines’ Colleen Barrett on ‘Servant Leadership’. [Video file].\u00a0 Retrieved from https:\/\/www.youtube.com\/watch?v=6TgR95vnM0c<\/a><\/p>\n