I believe the path towards servant leadership lies dark unless first illuminated by one’s competency for empathy, authenticity and self-awareness. Although much more than a path, servant leadership is a lifetime process which for me, has oftentimes been plagued by a myriad of struggle in the process of understanding myself, my strengths, weaknesses and the impact and I have on others (Northouse, 2016, p. 202). It is important to note in the context of this forum that as a consequence of including others in our struggle through the process of understanding this discipline, collectively we are communicating humility and admitting weakness we all share to some degree.
I chose to comment on three servant leadership principles which regularly challenge me in the context of leading others. Challenges which manifest not from the sense of my own commitment to growth, but the result of negative impacts from operating in an environment that works to subvert ideals and values rooted in servant leadership principles. Stewardship is “about taking responsibility” (Northouse, 2016, p. 228) and an example from workplace would take the shape when honorably defending the policies and principles of the organization and its people in the face of the temptation to concur an opposing comment. By extension, conceptualization also aligns with one’s sense of goals and direction as the flag bearer for the future and to “be a visionary for an organization” (Northouse, 2016, p. 228). By example, I try to demonstrate this principle by weaving the master plan/goal through daily verbal and non-verbal instruments during the same time we work through smaller challenges and obstacles.
Finally, the most challenging of my three principles is the process of healing. Northouse (2016), defines this aspect of servant leadership as “helping followers become whole” (p. 228). Although I deeply care about the well-being of those I lead, I am desperately constrained by an organization that frowns upon crossing the line into one’s personal life. Furthermore, as Northouse (2016) states, “healing is a two-way street” (p.228); therefore, the follower may feel pressured to expose or reveal their needs, ultimately resenting the leaders’ practice in supporting them through this principle. I suppose the crux of the discussion lies with how badly both sides are willing to open themselves up to vulnerability. If a follower resents or is uncomfortable with openness, should the servant leader throttle down their zeal and rhetoric for the benefit of both, or remain driven alone leaving the door wide open for the follower to participate in the future?
Matt
Northouse, P. G. (2016). Leadership: theory and practice (Seventh ed.). Los Angeles: Sage Publications.
Matt, first let me say thanks so much for your openness in regards to healing. I concur that this is one of the most challenging when it comes to servant leadership because it’s also rely upon the value that someone else places on healing. In response to your question, I believe that “leaving the door wide open” as you put it is almost always the right decision, unless the situation starts to inhibit their work. If the follower is not comfortable with openness then that is just something we need to work through with them as servant leader.
I think we all want the quick fix when healing almost always takes time. We also need to take our time as servant leaders to slow down the healing process until both parties are comfortable. I feel what separates us as servant leaders are that we are the ones who need to realize this and set the tempo for the entire healing process.
Matt,
Compelling thoughts on the important role of vulnerability in creating communities of authenticity. Have you read Brene’ Brown’s latest book, “Braving the Wilderness” (2017)? She discusses the importance of belonging, which she describes as finding a place where we can be our true selves and still belong.
In your current context, I wonder if vulnerability is an essential component of authenticity. Do you think others need to be vulnerable in order to know they are valued? Do you think you have the power, as a colleague and leader, to share your authentic self and create a space for others to belong even if they don’t choose to be vulnerable in return?
I appreciate your authenticity and vulnerability in your post. One of the greatest myths we believe (particularly when we are new leaders) is that more experienced leaders have it “all figured out.” The myth that they are not scared of making mistakes, of not being followed, of making mistakes can sometimes hold us back from taking the risk of being in leadership. The truth is, as Brown (2017) discusses, we are all vulnerable human beings who want to belong.
“True belonging is the spiritual practice of believing in and belonging to yourself so deeply that you can share your most authentic self with the world and find sacredness in both being a part of something and standing alone in the wilderness. True belonging doesn’t require you to change who you are; it requires you to be who you are.” (Brown, 2017, p. 40).
— Leadership Prof
Thank you for your reply Professor. In response to your question asking if others need to be vulnerable in order to know that they are valued, I believe that supporting the development of authenticity in communities for any leadership event or opportunity, begins with recognizing that whether vulnerable or not, everyone communicates a certain degree or measure of their actual state. I believe that communicating a desire to build a safe place for an event or process to take place is absolutely vital when exploring the role of vulnerability.
Even as experienced leaders, the sense of fear or injury in taking risks never departs us. We engage so many different people in our lives that the process of becoming vulnerable, sharing vulnerability and losing vulnerability becomes a life-long repetitive process. As one who is responsible for others, professionally or not, I will always have a sense of obligation to share my authentic self; and as you stated, create a space for others to belong who may not choose to be vulnerable in return. Birkman taught us how to recognize and adapt to ourselves as a means to draw out from others aspects of their interests, usual behaviours and where they go when stressed. These and other tools help those in a leadership position or leadership process to navigate a host of methods in order to influence others.
I have not read Brown’s book, but will definitely add it to my wish list. Thank you for your comments and guidance.
Matt