The servant-leader is servant first. It begins with the natural feeling that one wants to serve. Then conscious choice brings one to aspire to lead. The best test is: do those served grow as persons: do they, while being served, 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? (Greenleaf, 1977/2002, p. 27)
In the article, “Character and Servant Leadership: Ten Characteristics
of Effective, Caring Leaders,” Spears (2010), enlisted 10 important characteristics of an effective servant leader. Those 10 characteristics are as below,
- Listening: It is essential for a leader to be a good listener. Being a good listener doesn’t mean only listening to others but also to one’s inner voices. It is about listening to whats said and unsaid. (Spears 2010,p.27).
- Empathy: People need to be accepted and recognized for their special and unique spirits (Spears 2010,p.27). A servant leader practices empathy.
- Healing: One of the great strengths of servant leadership is the potential for healing one’s self and one’s relationship to others. Most of the people have broken spirits in some way or the other. An effective servant leader works towards healing oneself and others (Spears 2010,p.27).
- Awareness: General awareness, and especially self-awareness, strengthens the servant-leader. Awareness helps one in understanding issues involving ethics, power, and values. Awareness is an awakener, and able leaders are usually sharp awake (Spears 2010, p.28).
- Persuasion: Another characteristic of servant leaders is reliance on persuasion. The servant leader seeks to convince others, rather than coerce compliance (Spears 2010, p.28).
- Conceptualisation: One must be able to think beyond day to day realities. This is a characteristic that requires discipline and practice (Spears 2010, p.28).
- Foresight: Foresight is a characteristic that enables the servant leader to understand the lessons from the past, the realities of the present, and the likely consequence of a decision for the future (Spears 2010, p.28).
- Stewardship: Servant leadership assumes first and foremost a commitment to serving the needs of others. It also emphasizes the use of openness and persuasion, rather than control (Spears 2010, p.29).
- Commitment to the growth of people: Servant leader is deeply committed to the growth of every individual within his or her organization.
- Building community: Servant leadership suggests that true community can be created among those who work in businesses and other institutions.
I have picked two central actions that I believe a leader should take when coordinating a group project in an organization. First one is awareness. Enlightenment is the first step to change. No growth or change can occur without being aware of the problem and its cause. While coordinating group projects leaders should be mindful of each employee’s skills so he/she can place them exactly where their potential can be 100% utilized.
Self-awareness is also a critical part of being a leader because if you are not aware of your shortcomings, you will not be open to change. Awareness awakens people and makes them uncomfortable. Most able leaders are aware and reasonably disturbed (Spears 2010, p.28). As one of my favorite mentors, Robin Sharma quoted in one of his books, “Change is hard at first, messy in the middle and beautiful in the end.”
The second essential quality that a servant leader requires to be efficient in group activities is a commitment to the growth of people. To serve people is to commit yourself to help them grow. In group projects, his skill is undeniably vital as a leader. The servant leader recognizes the tremendous responsibility to do everything in his or her power to nurture the personal
and professional growth of employees and colleagues. In practice, this can include (but is not limited to) concrete actions such as making funds available for personal and professional development, taking a personal interest in the ideas and suggestions from everyone, encouraging worker involvement in decision-making, and actively assisting laid-off employees to find other positions (Spears 2010,p.29).
It is true that the other eight qualities are indispensable as well. These two stood out to me the most.
I really enjoyed your thoughts on awareness. You covered 3 different areas here. 1. Awareness of the situation/problem at hand. 2. Awareness of your individual team members and what role they should be placed in to maximize their strengths and 3. Self Awareness, hopefully not just of shortcomings, but also of Strengths. Of interest is how you then lined up your second overall essential quality as Commitment to the Growth of People. One beautifully sets up the other. Do you think a leader can care about the commitment to the growth of their people and not have awareness about themselves or their individual team members?
Thank you for your kind words. I don’t think it is possible for a leader to commit to the growth of people without being aware. Like I mentioned, enlightenment is the first step to change. You cannot change something you don’t find anything wrong with. So it is very important to be aware of shortcomings and strengths of people and self to promote growth.