by Larry Spears
Leader to Leader, No. 34 Fall 2004
s
many small trickles of water feed the mightiest of rivers,
the growing number of individuals and organizations
practicing servant-leadership has increased into a torrent,
one that carries with it a deep current of meaning and
passion.
Robert K. Greenleaf 's idea of servant-leadership, now in
its fourth decade as a concept bearing that name, continues
to create a quiet revolution in workplaces around the world.
Since the time of the Industrial Revolution, managers have
tended to view people as tools, while organizations have
considered workers as cogs in a machine. In the past few
decades we have witnessed a shift in that long-held view. In
countless for-profit and nonprofit organizations today we
are seeing traditional, autocratic, and hierarchical modes
of leadership yielding to a different way of working--one
based on teamwork and community, one that seeks to involve
others in decision making, one strongly based in ethical and
caring behavior, and one that is attempting to enhance the
personal growth of people while improving the caring and
quality of our many institutions. This emerging approach to
leadership and service began with Greenleaf.
The term servant-leadership was first coined by
Greenleaf (1904–1990) in a 1970 essay titled "The Servant as
Leader." Since that time, more than half a million copies of
his books and essays have been sold worldwide. Greenleaf
spent most of his organizational life in the field of
management research, development, and education at AT&T.
Following a 40-year career at AT&T, Greenleaf enjoyed a
second career that lasted 25 years, during which time he
served as an influential consultant to a number of major
institutions, including Ohio University, MIT, the Ford
Foundation, the R. K. Mellon Foundation, the Mead
Corporation, the American Foundation for Management
Research, and the Lilly Endowment. In 1964 Greenleaf also
founded the Center for Applied Ethics, which was renamed the
Robert K. Greenleaf Center in 1985 and is now headquartered
in Indianapolis.
Slowly but surely, Greenleaf 's servant-leadership
writings have made a deep, lasting impression on leaders,
educators, and many others who are concerned with issues of
leadership, management, service, and personal growth.
Standard practices are rapidly shifting toward the ideas put
forward by Greenleaf, as witnessed by the work of Stephen
Covey, Peter Senge, Max DePree, Margaret Wheatley, Ken
Blanchard, and many others who suggest that there is a
better way to lead and manage our organizations. Greenleaf's
writings on the subject of servant-leadership helped to get
this movement started, and his views have had a profound and
growing effect on many people.
What Is Servant-Leadership?
he
idea of the servant as leader came partly out of Greenleaf's
half-century of experience in working to shape large
institutions. However, the event that crystallized Greenleaf
's thinking came in the 1960s, when he read Hermann Hesse's
short novel Journey to the East--an account of a
mythical journey by a group of people on a spiritual quest.
After reading this story, Greenleaf concluded that its
central meaning was that the great leader is first
experienced as a servant to others, and that this simple
fact is central to the leader's greatness. True leadership
emerges from those whose primary motivation is a deep desire
to help others.
The great leader is first experienced as a
servant to others.
|
In his works, Greenleaf discusses the need for a better
approach to leadership, one that puts serving
others--including employees, customers, and community--as
the number one priority. Servant-leadership emphasizes
increased service to others, a holistic approach to work,
promoting a sense of community, and the sharing of power in
decision making. The words servant and leader
are usually thought of as being opposites. When two
opposites are brought together in a creative and meaningful
way, a paradox emerges. So the words servant and
leader have been brought together to create the paradoxical
idea of servant-leadership.
Who is a servant-leader? Greenleaf said that the
servant-leader is one who is a servant first. In "The
Servant as Leader" he wrote, "It begins with the natural
feeling that one wants to serve, to serve first. Then
conscious choice brings one to aspire to lead. The
difference manifests itself in the care taken by the
servant--first to make sure that other people's
highest-priority needs are being served. 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?"
At its core, servant-leadership is a long-term,
transformational approach to life and work--in essence, a
way of being--that has the potential for creating positive
change throughout our society.
Able leaders are usually sharply awake and
reasonably disturbed.
|
Characteristics of the Servant-Leader
fter
some years of carefully considering Greenleaf 's original
writings, I have extracted the following set of
characteristics central to the development of
servant-leaders:
-
Listening. Leaders have traditionally been
valued for their communication and decision-making
skills. While these are also important skills for the
servant-leader, they need to be reinforced by a deep
commitment to listening intently to others. The
servant-leader seeks to identify the will of a group and
helps clarify that will. He or she seeks to listen
receptively to what is being said. Listening, coupled
with regular periods of reflection, is essential to the
growth of the servant-leader.
-
Empathy. The servant-leader strives to
understand and empathize with others. People need to be
accepted and recognized for their special and unique
spirits. One assumes the good intentions of coworkers
and does not reject them as people, even if one finds it
necessary to refuse to accept their behavior or
performance.
-
Healing. One of the great strengths of
servant-leadership is the potential for healing one's
self and others. Many people have broken spirits and
have suffered from a variety of emotional hurts.
Although this is part of being human, servant-leaders
recognize that they also have an opportunity to "help
make whole" those with whom they come in contact. In
"The Servant as Leader" Greenleaf writes: "There is
something subtle communicated to one who is being served
and led if implicit in the compact between
servant-leader and led is the understanding that the
search for wholeness is something they share."
-
Awareness. General awareness, and
especially self-awareness, strengthens the
servant-leader. Awareness also aids one in understanding
issues involving ethics and values. It lends itself to
being able to view most situations from a more
integrated, holistic position. As Greenleaf observed:
"Awareness is not a giver of solace--it is just the
opposite. It is a disturber and an awakener. Able
leaders are usually sharply awake and reasonably
disturbed. They are not seekers after solace. They have
their own inner serenity."
-
Persuasion. Another characteristic of
servant-leaders is a primary reliance on persuasion
rather than positional authority in making decisions
within an organization. The servant-leader seeks to
convince others rather than coerce compliance. This
particular element offers one of the clearest
distinctions between the traditional authoritarian model
and that of servant-leadership. The servant-leader is
effective at building consensus within groups.
-
Conceptualization. Servant-leaders seek to
nurture their abilities to "dream great dreams." The
ability to look at a problem (or an organization) from a
conceptualizing perspective means that one must think
beyond day-to-day realities. For many managers this is a
characteristic that requires discipline and practice.
Servant-leaders are called to seek a delicate balance
between conceptual thinking and a day-to-day focused
approach.
-
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. It
is also deeply rooted within the intuitive mind.
Foresight remains a largely unexplored area in
leadership studies, but one most deserving of careful
attention.
-
Stewardship. Peter Block has defined
stewardship as "holding something in trust for another."
Robert Greenleaf 's view of all institutions was one in
which CEOs, staffs, and trustees all played significant
roles in holding their institutions in trust for the
greater good of society. Servant-leadership, like
stewardship, assumes first and foremost a commitment to
serving the needs of others. It also emphasizes the use
of openness and persuasion rather than control.
-
Commitment to the growth of people.
Servant-leaders believe that people have an intrinsic
value beyond their tangible contributions as workers. As
a result, the servant-leader is deeply committed to the
growth of each and every individual within the
institution. The servant-leader recognizes the
tremendous responsibility to do everything possible to
nurture the growth of employees.
-
Building community. The servant-leader
senses that much has been lost in recent human history
as a result of the shift from local communities to large
institutions as the primary shaper of human lives. This
awareness causes the servant-leader to seek to identify
some means for building community among those who work
within a given institution. Servant-leadership suggests
that true community can be created among those who work
in businesses and other institutions. Greenleaf said:
"All that is needed to rebuild community as a viable
life form for large numbers of people is for enough
servant-leaders to show the way, not by mass movements,
but by each servant-leader demonstrating his own
unlimited liability for a quite specific
community-related group."
These ten characteristics of servant-leadership are by no
means exhaustive, but they serve to communicate the power
and promise that this concept offers to those who are open
to its invitation and challenge.
The Growing Impact of Servant
Leadership
any
individuals and organizations have adopted
servant-leadership as a guiding philosophy. For individuals
it offers a means to personal growth--spiritually,
professionally, emotionally, and intellectually. It has ties
to the ideas of M. Scott Peck (The Road Less Traveled),
Parker Palmer (The Active Life), Ann McGee-Cooper (You
Don't Have to Go Home from Work Exhausted!), and others
who have written on expanding human potential. A particular
strength of servant-leadership is that it encourages
everyone to actively seek opportunities to both serve and
lead others, thereby setting up the potential for raising
the quality of life throughout society.
An increasing number of companies have adopted
servant-leadership as part of their corporate philosophy or
as a foundation for their mission statement. Among these are
the Toro Company (Minneapolis, Minnesota), Synovus Financial
Corporation (Columbus, Georgia), ServiceMaster Company
(Downers Grove, Illinois), the Men's Wearhouse (Fremont,
California), Southwest Airlines (Dallas, Texas), and
TDIndustries (Dallas, Texas).
TDIndustries, one of the earliest practitioners of
servant-leadership in the corporate setting, is a heating
and plumbing contracting firm that has consistently ranked
in the top ten of Fortune magazine's 100 Best
Companies to Work for in America. The founder, Jack Lowe
Sr., came upon "The Servant as Leader" in the early 1970s
and began to distribute copies of it to his employees. They
were invited to read through the essay and then to gather in
small groups to discuss its meaning. The belief that
managers should serve their employees became an important
value for TDIndustries.
Thirty years later, Jack Lowe Jr. continues to use
servant-leadership as the company's guiding philosophy. Even
today, any TDPartner who supervises even one person must go
through training in servant-leadership. In addition, all new
employees continue to receive a copy of "The Servant as
Leader," and TDIndustries has developed elaborate training
modules designed to encourage the understanding and practice
of servant-leadership.
Servant-leadership has influenced many noted writers,
thinkers, and leaders. Max DePree, former chairman of the
Herman Miller Company and author of Leadership Is an Art
and Leadership Jazz, has said, "The servanthood of
leadership needs to be felt, understood, believed, and
practiced." And Peter Senge, author of The Fifth
Discipline, has said that he tells people "not to
bother reading any other book about leadership until you
first read Robert Greenleaf 's book, Servant-Leadership.
I believe it is the most singular and useful statement on
leadership I've come across."
Servant-leadership is also increasingly in use in both
formal and informal education and training programs. This is
taking place through leadership and management courses in
colleges and universities, as well as through corporate
training programs. A number of undergraduate and graduate
courses on management and leadership incorporate
servant-leadership within their syllabi. Several colleges
and universities now offer specific courses on
servant-leadership.
Servant-leadership has influenced many noted
writers, thinkers, and leaders. |
In the world of corporate education and training
programs, many management and leadership consultants now
employ servant-leadership materials as part of their ongoing
work with corporations. Through internal training and
education, organizations are discovering that
servant-leadership can truly improve how business is
developed and conducted, while still successfully turning a
profit.
A Growing Movement
nterest
in the philosophy and practice of servant-leadership is now
at an all-time high. Hundreds of articles on
servant-leadership have appeared in various magazines,
journals, and newspapers over the past decade. Many books on
the general subject of leadership have been published that
recommend servant-leadership as a more holistic way of
being. And there is a growing body of literature available
on the understanding and practice of servant-leadership.
The Greenleaf Center for Servant-Leadership (www.greenleaf.org)
is an international nonprofit educational organization that
seeks to encourage the understanding and practice of
servant-leadership. The Center's mission is to fundamentally
improve the caring and quality of all institutions through a
servant-leader approach to leadership, structure, and
decision making.
Life is full of curious and meaningful paradoxes.
Servant-leadership is one such paradox that has slowly but
surely gained hundreds of thousands of adherents over the
past 35 years. The seeds that have been planted have begun
to sprout in many institutions, as well as in the hearts of
many who long to improve the human condition.
Servant-leadership is providing a framework from which many
thousands of known and unknown individuals are helping to
improve how we treat those who do the work within our many
institutions. Servant-leadership truly offers hope and
guidance for a new era in human development, and for the
creation of better, more caring institutions.
Copyright © 2004 by Larry C. Spears. Reprinted
with permission from Leader to Leader, a
publication of the Leader to Leader Institute and
Jossey-Bass.
This article is available on the Leader to Leader
Institute Web site, http://leadertoleader.org/leaderbooks/L2L/fall2004/spears.html. |