Northouse (2016 pages 227-229) describes Ten characteristics of a Servant Leader. For this post I’m going to focus on Foresight, Commitment to growth of people and Building Community.
A servant leader has the ability to plan for the future. This requires a time commitment and I find the best way to be prepared as a servant leader is to become an avid reader with a focus on what is happening or trending in any particular industry. For example reading publications, attending conferences and networking are all ways a servant leader can stay up to date on industry trends. At the same time a servant leader has a good feel for the organization and plans for potential gaps that are about to come and prepares the organization for when it does. Often the servant leader is motivated to have foresight because they have a desire for the organization and the employees to be successful. The servant leader recognizes that the employees are counting on him/her to adapt and create job security for all employees.
Another trait of a servant leader is having commitment to the growth of people. Employees with goals are often motivated and feel a deep sense of commitment to the organization. In turn it also helps the organization to achieve succession planning for the future. When opportunities are opened up for employees it allows them to grow as an individual and bring value to the organization. Employees engaged in an organization have a sense that the employer cares for them. Employers sometimes will offer assistance with upgrading schooling or provide opportunities within. Either way ,being engaged with your employees and helping them achieve their goals creates loyalty as well as attracts other good employees to your organization.
Building community is another trait of a servant leader. In my community I am tasked with building capacity with community members that have experienced generational trauma. The lasting impacts have effects on employees performance and as a servant leader it is up to me to find ways to help employees make life changes that lead them to a life of survival versus a victim. This is not an easy task and requires a different style of management. In some ways I am working with family and so I have to find creative ways to accommodate issues that may crop up from time to time. At times we have to put folks in the “penalty box” but because they are family we will always find a way to give them another chance. I tell my non-indigenous employees “if we don’t help our people then who will?”. In essence we are building a safe community where indigenous people can be given a chance to make a real change. It’s the opportunity to make a generational change and impact their children’s future by living in more prosperous times. My challenge however is we need outside expertise to assist us in our growth. How do I balance the needs of my non-indigenous employees versus my indigenous employees without making either feel like they are receiving preferential treatment?
Northhouse (2016 pages 227-229) Leadership Theory and Practice, Seventh addition.