“Servant leadership does not occur in a vacuum but occurs within a given organizational context and a particular culture (Northouse, 2019, p. 233). The context from which we all operate will look different based on the core nature of what we are doing. Northouse argues, “culture influence the way servant leadership is done” (Northouse, 2019, p.234)

Robert K. Greenleaf coined the word servant leadership and during is, seminal work talks about servant leadership being paradoxical. This was so, as it challenged our views about traditional leadership and influence (Northouse, 2019). The central thought of this is that The servant leader becomes more concerned with the need of the follower, their empowerment and how to grow their capacity.

1 Peter 2:21, provides us with an example of what Servant leadership should look like. It was an example of suffering. The example of suffering is not merely going to the cross but denying self. This is what Greenleaf was referring to when he talks about the leader making a conscious choice to serve first – to place the good of the followers over the leader’s self-interest (p.253).

Saunders, J. O, (1994), states, “serving and suffering are paired in the teaching and life of our Lord. One does not come without the other”, (p.23).

The Challenge

By the very nature of the word “servant” leadership, there is a paradoxical issue that arises as personal struggle as a semantic noise is wheeled around the environment which scholars believe affects the approach.

The Concept
KnowledgeAtWharton interviewed Colleen Barrett – former president of Southwest at a leadership conference where she spoke about servant leadership. She was asked what training she had to run an airline. Her response was, “none, but that she had a passion to serve” (KnowledgeAtWharton, 2008). she presented a 3 tier pyramid (see blow) as to how she ran the company. Her focus first on her employees, where she spent 85% of her time working with them, the remainder was spent with the passenger and shareholders. If you cared for your employees, they would in return care for the passenger, and so repeated customers and the shareholder benefit.

The Qualities/Characteristics.

John Maxwell states, “a leader who is relational needs to do three things. The need to be able to listen, observe – being conscious of where your people are and finally you must be learning” (Leadership, 2015). These are some of the characteristic (as cited by Spears, 2002) from Greenleaf’s work. The ten characteristics highlighted are, “listening, empathy, healing, awareness, Persuasion, conceptualization, foresight, stewardship, commitment to the growth of people and building community” (Northouse, 2019, p229-230).

So, servant leadership begins when the leaders commit themselves to put their followers first, being honest with them, and treating them fairly” (p. 240). The leader develops strong- a long-term relationship which allows them not only to be aware of the work life but also to develop a personal relationship that goes beyond the boundaries of work.

The Contrast

A servant leader is tasked with working through the various characteristics or behavior. Northouse (2019), argues that there are three Antecedent conditions that the leader must be aware of. “the context and culture, leader attributes, and follower receptivity” (p.233). These he notes may affect or influence the leadership process. Let’s discuss two such.

The Leaders Awareness vs emotional intelligence.

The leader’s awareness is about being attuned and receptive to their social, physical and political environment. It requires, you to be able to adjust based on one’s perspective, and an understanding of the desired goal is for the greater context. While Emotional intelligence is primarily focused on the follower. Servant leadership is more concerned about the emotional well-being of its followers (Smith, B.N, “et al”, p.85). So the leaders pay attention to the follower, “recognizing their problems and taking the time to address them”. It is about making your self-available to stand by the follower. (Northouse, 2019, p.235)

 

Reference

 

K. (2008, July 09). Southwest Airlines’ Colleen Barrett on ‘Servant Leadership’. Retrieved October 19, 2018, from https://www.youtube.com/watch?v=6TgR95vnM0

Maxwell, J. (2015, August 30). John Maxwell 5 Levels of Leadership Full Video. Retrieved October 18, 2018, from https://www.youtube.com/watch?v=oe6XacmIZms

Northouse, P. G. (2019). Leadership: Theory and practice. Thousand Oaks, CA: SAGE Publication

Sanders, J. O. (1994). Spiritual leadership: Principles of excellence for every believer. Chicago: Moody Press.

Smith, B. N., Montagno, R. V., & Kuzmenko, T. N. (2004). Transformational and Servant Leadership: Content and Contextual Comparisons. Journal of Leadership & Organizational Studies, 10(4), 80-91. doi:10.1177/107179190401000406