Leaders as Servants: How to Lead by Serving Your Followers

How to lead by serving your followers
A Presentation Tool Crafted by
Leaders As Servants
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•  This presentation will explore the following topics:
•  History of Servant Leadership
–  Roots of the concept
•  Theoretical Approaches
–  As developed by Robert Greenleaf
•  Characteristics
–  Servant Leadership: The Concept
–  Servant Leaders: The People
•  Criticisms of Servant Leadership
•  Case Studies: Servant Leadership in Action
•  Comparisons to Other Leadership Models
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Leaders as Servants: How to lead by serving your followers
Overview

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Introduction
•  How can a person be both a leader and a servant?
“Servant leadership is a paradox” (Northouse, 2013)
“Servant leaders put followers first, empower them, and
help them develop their full personal
capacities” (Northouse, 2013)
“Servant leaders are ethical…
and lead in ways that serve the greater good of the
organization, community, and society at large”
(Northouse, 2013)
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Historical Roots
•  Of the Theory of Servant Leadership
•  After forty full years as an employee of AT&T,
•  Greenleaf was interested in spending his years
during retirement exploring how institutions could be
more socially responsible.
“Greenleaf was intrigued by issues of power and
authority and how individuals in organizations could
creatively support each other. Decidedly against
coercive leadership, Greenleaf advocated using
communication to build consensus in
groups” (Northouse, 2013).
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((Kanold, 2013)

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Historical Roots
The Journey to the East (1956) is Herman Hesse’s
mystical, poetic novel that served as Greenleaf’s
inspiration for developing servant leadership. Hesse’s
text creatively explores the journey of a protagonist with a
cohort of legendary and fictional heroes from a secret
society on a quest for the discovery of ultimate truth.
Throughout a mythical journey, the group is served by a
spiritual creature who, despite providing renewing energy
and support for the travelers, is blamed for all of the real
and imagined failures of the group. Little do the
characters know that the servant is in fact the disguised,
omnipotent president of the secret society.
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Historical Roots
Greenleaf connected the moral of Hesse’s novel to the
need of leadership in the form of seeking consensus,
supporting a team in the pursuit of common goals
through a selfless approach.
The novel demonstrated to Greenleaf how creative
approaches could overthrow the focus of leadership on
coercive, forceful, top-down styles of leading.
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Greenleaf’s Theory
•  Of Servant Leadership: The Basics
•  “The natural feeling that one wants to serve, to serve first.”
Only after, “conscious choice brings one to aspire to lead.”
This is distinct from “the person who is leader first” either
to acquire “power” or “material possessions” although they
too may later make a “choice to serve.”
Servant-leaders “care…to make sure that other people’s
highest priority needs are being served.”
Servant-leaders “best test”: “Do those served grow as
persons; do they, while being served, become healthier,
wiser, freer, more autonomous, more likely themselves
become servants?
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(Greenleaf, 2008)
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•  Of Servant Leadership: The Role of the Servant-Leader
“Servant-leaders need to possess “psychological self-insight” and
perseverance. Servant-leaders must have goals that “elicit trust.”
Servant-leaders must generate “confidence” in their values
“values” and “competence” and a “sustaining spirit that will
support the tenacious pursuit of a goal.”
Servant-leaders must always remember that “behind
every great achievement is a dreamer of great dreams.”
“Leaders…must be more creative than most; and creativity
is largely discovery…Able leaders have their own inner
serenity” which facilitates the operation of their creative process.
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(Greenleaf, 2008)
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•  Of Servant Leadership: Communication Strategies
“A true natural servant automatically responds to any
problem by listening first.”
“Non-servants” must travel “through a long arduous
discipline of learning to listen.” We must always “ask
ourselves, first, are we really listening?”
Prayer of St. Francis: “Lord, grant me that I may not seek so
much to be understood as to understand”
“Many attempts to communicate are nullified by saying too
much.” Potential leaders “forfeit the opportunity to lead” by
becoming trapped in…closed verbal worlds.”
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(Greenleaf, 2008)
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•  Of Servant Leadership: Working with Team Members
“Pacing oneself by appropriate withdrawal is one of the best
approaches to making optimal use of one’s resources”
Servant-leaders ask, “how I can I use myself to serve best?”
“The servant as leader always empathizes, always accepts
the person but sometimes refuses to accept some of the
person’s effort or performance as good enough.”
“Acceptance, though, requires a tolerance of imperfection.”
“Enigma of human nature:” imperfect people are “capable
of great dedication and heroism if…wisely led”
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(Greenleaf, 2008)
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•  Of Servant Leadership: Foresight as Leadership Power
“Foresight - The central ethic of leadership.”
Foresight allows a leader to be “in every moment of time,
historian, contemporary analyst, and prophet…everyday of life…
Foresight is the lead the leader has. Once he loses this lead and
events start to force his hand, he is leader in name only”.
Unethical leadership is “the failure to foresee and the
consequent failure to act constructively when there was
freedom to act”.
Awareness is “value building and value clarifying and it armors
one to meet the stress of life by helping build serenity in the face
of stress and uncertainty”.
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(Greenleaf, 2008)
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•  Of Servant Leadership: Institution through Intuition
Institutions must transform themselves from “people using to people
building.” These “people building” institutions begin “on a course toward
people-building with leadership that has a firmly established
context of people first.” Greenleaf suggests leaders aim to lift people so
that team members “grow taller than they would otherwise.”
The leader must have “a sense for the unknown and be able to foresee
the unforeseeable,” bridging information gaps, differences, and ideas
among team members. “The art of leadership rests, in part, on the ability
to bridge that gap by intuition, that is, a judgment from the unconscious
process. “Intuition is a feel for patterns, the ability to generalize
based on what has happened previously”.
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(Greenleaf, 2008)
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•  Of Servant Leadership: Persuasion and Vision
“Leadership by persuasion has the virtue of change by
convincement rather than coercion.”
Great leaders “know who they are and resolve to be their
own - and will accept making their way to their goal by one
action at a time, with a lot of frustration along the way.”
“Conceptualizing - the prime leadership talent” offering
“vision” and a “fresh creative response to here-and-now
opportunities.”
“It is terribly important that one know, both about himself and about others, whether the
net effect of one’s influence on others enriches, is neutral, or diminishes and depletes
There is no certain way to know this, one must turn to the artist for illumination”
- The character Leo in Herman Hesse’s novel, Journey to the East.
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(Greenleaf, 2008)
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•  Of Servant Leadership: The Historical Figure of Jesus
Greenleaf refers to the story of Jesus facing the mob that
is going to stone an adulterous women.
“Jesus has a goal - to bring compassion into the lives of
people…Jesus must give the right answer…that sustains his
leadership toward his goal.” In responding, he uses a
“withdrawal device” by writing in the sand relying on his own
awareness, or “inner serenity” in order to allow the “creative
insight to function.”
Jesus’ response:
“Let him that is without sin among you cast the first stone.”
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(Greenleaf, 2008)
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•  Of Servant Leadership: Self-Care through Service
Servant leaders engage in “healing and serving” in
order to also heal themselves.
When considering the leader and those who are led,
we can see that a “search for wholeness is
something they share.”
The servant, by definition, is fully human. The servant-leader
is functionally superior because he is closer to the ground”.
The servant-leader is “dependable and trusted”.
“Only community can give the healing love that is
essential for health”
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(Greenleaf, 2008)
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Ten Characteristics
•  Of Servant Leadership As Interpreted by Spears (2002)
Spears (2002) has observed “10 Characteristics in Greenleaf’s writings
that are central in the development of servant leadership” (Northouse,
2013, p. 221):
1. Listening: “Communication between leaders and followers is an
interactive process” (as cited in Northouse, 2013, p. 221).
2. Empathy: “Standing in the shoes of another person”
(as cited in Northouse, 2013, p. 221).
3. Healing: “To heal means to make whole”
(as cited in Northouse, 2013, p. 222).
4. Awareness: “acutely attuned and receptive to…physical, social, and
political environments” (as cited in Northouse, 2013, p. 222).
5. Persuasion: “Clear and persistent communication that convinces others
to change” (as cited in Northouse, 2013, p. 222).
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Ten Characteristics
•  Of Servant Leadership As Interpreted by Spears (2002)
6. Conceptualization: “Individual’s ability to be a visionary for the
organization” (as cited in Northouse, 2013, p. 222).
7. Foresight: “ability to predict what is coming based on what is
occurring in the present…what has happened in the past (as cited in
Northouse, 2013, p. 222).
8. Stewardship: “taking responsibility for the leadership role entrusted to
the leader” (as cited in Northouse, 2013, p. 222).
9. Commitment to the growth of people: “treating each follower as a
unique person with intrinsic value” (as cited in Northouse, 2013, pp.
222-222).
10. Building Community: “fosters the development of community” (as
cited in Northouse, 2013, p. 223)
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Case Study
•  Jesus of Nazareth as a historical figure
Jesus was born during a very tough period of history. He kicks off his
ministry preaching blessings for the poor, meek, and suffering
Advocates charity and help for others, serves the underserved
Challenges his followers: What use is there in only being good to people
who are already good to you?
In a period of strict laws and legalistic theology, teaches not to judge
(unless one is ready also to be judged)
Heals a lot of people – especially unpopular, disadvantaged ones
- Lepers - Servants - Common folk
Healing people is serving them, not being served by them
(Matthew, NRSV)
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Case Study
Centers his ministry on serving people – especially those with little
hope, who could never possibly repay him
- Women and girls - Man with crippled hand - Blind men
“Great crowds” started coming to him for healing – he cured them all
No favoritism, and didn’t just say “that’s enough for me” and quit
Jesus frequently uses parables, or metaphoric stories, to teach:
- The Unforgiving Servant: Don’t be hypocritical, forgive when you have been forgiven
- The Good Samaritan: Serve and help all in need, even when they look down on you
- The Prodigal Son: Forgive even those who hurt you deeply, long ago
(Matthew, NRSV)
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Case Study
One of the central principles in the philosophy of Jesus: “You shall love
your neighbor as yourself” (Matthew 22:39, NRSV). When you give a
banquet, invite the poor and injured. That they can never repay you just
makes the blessing all the greater.
Jesus performs great services to society’s marginalized, ostracized and the
disenfranchised. When criticized for sitting at dinner with sinners, he
responds “Those who are well have no need of a physician.” In another
key example, Jesus lauds the poor widow who gives an offering of only
two small coins, because she has served others with all she has.
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Jesus is unequivocal in his condemnation of hypocrisy in the exercise of
faith and the centrality of compassion in human relations. The story of the
“Woman Caught in Adultery”: Jesus stands resolute when
faced even by a killing mob (Matthew, NRSV).
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Case Study
The essence of all Jesus’ teachings is serving others:
Great or small
Wealthy or poor
Powerful or destitute
Safe and secure or imperiled and suffering
“Whoever wishes to become great among you must be
your servant, and whoever wishes to be first among you
must be slave of all.”
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Case Study
•  Starbucks and the Servant Leadership Model
Starbucks is a company with a business model and mission that carefully
follows much of Greenleaf’s thesis.
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STARBUCKS COMPANY MISSION STATEMENT

Our mission: to inspire and nurture the human spirit – one person, one
cup and one neighborhood at a time…When we are fully engaged,
we connect with, laugh with, and uplift the lives of our customers
– even if just for a few moments. Sure, it starts with the promise
of a perfectly made beverage, but our work goes far beyond that.
It’s really about human connection.
When our customers feel this sense of belonging, our stores become a
haven, a break from the worries outside, a place where you can
meet with friends. It’s about enjoyment at the speed of life –
sometimes slow and savored, sometimes faster. Always full of
humanity.
Every store is part of a community, and we take our responsibility to be
good neighbors seriously. We want to be invited in wherever we do
business. We can be a force for positive action – bringing together
our partners, customers, and the community to contribute every
day. Now we see that our responsibility – and our potential for
good – is even larger. The world is looking to Starbucks to set the
new standard, yet again. We will lead.”
GREENLEAF’S CENTRAL THESIS

“This is my thesis: caring for persons, the more able
and the less able serving each other, is the rock
upon which a good society is built. Whereas, until
recently, caring was largely person to person, now
most of it is mediated through institutions – often
large, complex, powerful, impersonal; not always
competent; sometimes corrupt. If a better society is
to be built, one that is more just and more loving,
one that provides greater creative opportunity for
its people, then the most open course is to raise
both the capacity to serve and the very
performance as servant of existing major
institutions by new regenerative forces operating
within them.”
- Robert Greenleaf, "The Institution as Servant" (1972)
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Case Study
•  Starbucks and the Servant Leadership Model
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Commonalities:
Caring for persons, person to person:
underscoring the importance of belonging to
a community, and eschewing any impersonal
attributes of the stores
Removing (or masking) the mediation from
"large, complex, powerful, [and] impersonal”
institutions: being “good neighbors,”
contributing to the community through
various projects and outreach while creating
a meaningful meeting place within a community over quality coffee
Providing greater creative opportunity for its people: fostering an artistic, creative
atmosphere with focus on providing ambience (and WiFi for customers)

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Case Study
•  Captain “Brown” – Servant Leadership in Action
Who: A Quiet, soft-spoken pilot
Married, with a newborn daughter
Experienced Combat Rescue Pilot
Graduate of Air Force Weapons School
Incredibly selective and extremely demanding program
Highest level an Air Force pilot can reach
What/When: Flight Lead, Afghanistan, 2011
Middle of peak insurgent fighting season
Daughter just learning to crawl
Rescue squadron flying 1-2 missions per day, every day
“Hours of boredom broken by moments of sheer terror”
Rest of formation has already been there 2 months
Under a flight lead who added a lot of stress to everyone
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Case Study
•  Captain “Brown” – Servant Leadership in Action
How/Why: Serve them, because somebody needs to
Doesn’t change up everything set up under the last,
less-experienced flight lead, Humble
Doesn’t relax and watch movies like the rest of the
formation, instead studies constantly
His greatest fear is that someday, we will be needed – and he
or his formation won’t be ready to do what they have to for
somebody else.
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Case Study
•  Southwest Airlines – Servant Leadership in Action
Founded in 1967 by Herb Kelleher and Rollin King in Dallas, TX
The company started flying only in Texas and is now flying all over the US and
internationally.
Company Slogan: “If it matters to you, it matters to us”
"Our people are our single greatest strength and most enduring longterm competitive advantage.“
- Gary Kelly, CEO Southwest Airlines
The Mission of Southwest Airlines:
“Dedication to the highest quality of Customer Service delivered with a sense of warmth,
friendliness, individual pride, and Company Spirit”
To Our Employees:
“We are committed to provide our Employees a stable work environment with equal
opportunity for learning and personal growth. Creativity and innovation are encouraged for
improving the effectiveness of Southwest Airlines. Above all, Employees will be provided the
same concern, respect, and caring attitude within the organization that they are expected to
share externally with every Southwest Customer.”
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(Southwest Airlines 2011, 2013)

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Case Study
•  Southwest Airlines – Servant Leadership in Action
Leadership Leads to Fantastic Company Results
Southwest Airlines Reports Increase in Annual Profits; 40th Consecutive Year Of Profitability
swamedia.com
One of the World’s Most Admired Companies, #3 among airlines, #4 among all industries
FORTUNE, 2011
People’s Choice Stevie Award Winner for Company of the Year in Transportation
International Business Awards, 2011
Airline Environmental Rankings, #1 in North America, #4 in the World
GREENHORIZON Aviation, 2011
FORTUNE 500 Green Power Partners, #372
U.S. Environmental Protection Agency, 2011
Airline Customer Satisfaction Leader
Consumer Reports, 2011
Airline Customer Satisfaction, #1
American Customer Satisfaction Index, 2011
Top 30 401(k) Plans for Southwest Airlines Pilots’ Retirement Savings Plan, #1
Brightscope.com, 2011
Sponsor of Year
African American Women’s Leadership Network Institute, 2011
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Criticisms
•  Of Servant Leadership: Contradiction and Concern
Servant leadership “appears contradictory…fanciful…implies following…the
opposite of leading” (Northouse, 2013, pp. 234-235).
“The mechanism of how influence functions as a part of servant leadership is not
fully explained” (Northouse, 2013, p. 235).
van Dierendonck (2011) observes that “researchers have been unable to reach
consensus on a common definition or theoretical framework for servant
leadership” (as cited in Northouse, 2013, p. 235).
Servant leadership has a “prescriptive overtone” (Northouse, 2013, p. 235).
Gergen (2006) argues that servant leadership is not in line with “other
principles of leadership such as directing, concern for production, goal setting,
and creating a vision” (as cited in Northouse, 2013, p. 235).
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Criticisms
Of Servant Leadership: Lacking Grounded Methodology
“Study of organizational behavior employs the scientific method and requires empirical
validation.”
“Leadership theories must be translated into functional models.”
“Models serve as the basis for forming hypotheses…tested and verified.”
“Validated models can be used reliably to describe, predict and recommend leader
behavior in applied settings”.
Some observe that servant leadership is an approach to leadership “grounded in
philosophical theory…lacking empirical substantiation.”
Stone, Russell & Patterson (2003) argue that servant leadership is “lacking in empirical
support” (as cited in Smith, December 4, 2005).
Sendjaya & Sarros (2002) observe that servant leadership related literature “is filled with
anecdotal evidence” (as cited in Smith, December 4, 2005).
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Criticisms
Of Servant Leadership: Lacking Grounded Methodology
“Study of organizational behavior employs the scientific method and requires empirical
validation.”
“Leadership theories must be translated into functional models.”
“Models serve as the basis for forming hypotheses…tested and verified.”
“Validated models can be used reliably to describe, predict and recommend leader
behavior in applied settings”.
Some observe that servant leadership is an approach to leadership “grounded in
philosophical theory…lacking empirical substantiation.”
Stone, Russell & Patterson (2003) argue that servant leadership is “lacking in empirical
support” (as cited in Smith, December 4, 2005).
Sendjaya & Sarros (2002) observe that servant leadership related literature “is filled with
anecdotal evidence” (as cited in Smith, December 4, 2005).
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Servant leadership is also criticized for being “religious in nature”
(Smith, December 5, 2005)
Smith, Montagno & Kuzmenko (2004) note that “some authors have
attempted to couch servant leadership in spiritual and moral terms”
(as cited in Smith, December 5, 2005)
“Some researchers question the practicality and applicability of the theory
to real world scenarios” (Smith, December 5, 2005).
Lloyd (1996) wonders if the “aspirations of servant leadership are
compatible with today’s emphasis on individual effort and
performance” (as cited in Smith, December 5, 2005).
Lee & Zemke (1993) argue that servant leadership is unrealistic
(as cited in Smith, December 5, 2005).
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Criticisms
Of Servant Leadership: Religious, or Real-World Application?
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There is a lack of clarity “why conceptualizing is included as one of
the servant leadership behaviors” (Northouse, 2013, p. 235).
Some questions remain unanswered:
“Is conceptualizing actually a behavior, or is it a cognitive
ability?” (Northouse, 2013, p. 235).
“What is the rationale for identifying conceptualizing as a
determinant of servant leadership?” (Northouse, 2013, p. 235).
Why is conceptualizing “a defining characteristic of servant
leadership?” (Northouse, 2013, p. 235).
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Criticisms
Of Servant Leadership: Conceptualization and Clarity
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Leader Centered
Follower Centered
Organizational
success from:
The success of the
leader and
organizational
goals. Top-down
hierarchy.
The development
and investment in
its employees.
Leaders and
employees treated
equally.
Examples
1. Authoritarian
Leadership
2. Transactional
Leadership
3. Charismatic
Leadership
1. Participative
Leadership
2. Servant
Leadership
3. Transformational
Leadership
(Maslennikova, 2013)
Comparison
Of Leader-Centered and Follower-Centered Models
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Leaders as Servants: How to lead by serving your followers 33
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Participative
Servant
Transformational
Emphasis
Team
Followers
Followers
Decision-making
Leader, but
accepts input
from team
Leader and
followers
combined
Leader
Objective
Organizational
goals while also
developing its
followers
Success of
followers
Organizational goals by
changing its followers
Best for
Creativity and
innovation are
needed
Needs of
shareholders are
valued above
proﬁts
Organizations that
need change
(Maslennikova, 2013)
Comparison
Of Different Follower-Centered Leadership Models
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Servant Leadership is the idea that one leads best by putting the
interests of subordinates first
When the leader serves his subordinates, he builds trust and loyalty
The supportive and constructive environment this creates brings
out the best in everyone – both behavior and performance
There are many examples of exemplary servant leaders who
achieved excellent results
The results speak for themselves: Servant leadership is a powerful
philosophy for the betterment of people and organizations
around the world
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Summary
Servant Leadership: How Leaders Can Best Serve the Group
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Gergen, D. ( June 11, 2006). Bad news for bullies. In P. G. Northouse, Leadership: Theory and practice (6th ed.) (p. 235).
Thousand Oaks, CA: Sage Publications, Inc.
Graham, J. W. (1991). Servant leadership in organizations: Inspirational and moral. In P. G. Northouse, Leadership: Theory
and practice (6th ed.) (p. 221). Thousand Oaks, CA: Sage Publications, Inc.
Greenleaf, R. K. (1970). The servant as leader. In P. G. Northouse, Leadership: Theory and practice (6th ed.) (pp. 219-221).
Thousand Oaks, CA: Sage Publications, Inc.
Hesse, H. (1956). The Journey to the east. In P. G. Northouse, Leadership: Theory and Practice (6th ed.) (p. 221). Thousand
Oaks, CA: Sage Publications, Inc.
Kanold, Timothy (2012). What Will I Give You To Remember Me By? Turning Vision Into Action. May 12, 2012. Retrieved
November 15, 2013 from: http://tkanold.blogspot.com/2013/05/what-will-i-give-you-to-remember-me-by.html
Lee, C., & Zemke, R. (1993). The search for spirit in the workplace. In C. Smith (December 4, 2005), Servant leadership: The
leadership theory of Robert K. Greenleaf (p. 8). Retrieved November 11, 2013, from
http://carolsmith.us/downloads/640greenleaf.pdf .
Lloyd, B. (1996). A new approach to leadership. In C. Smith (December 4, 2005), Servant leadership: The leadership theory of
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References

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Maslennikova, L. (n.d.). Leader-Centered Versus Follower-Centered Leadership Styles. Leadership Advance Online, School of
Business & Leadership, Regent University, Virginia Beach, Virginia. Retrieved November 21, 2013, from http://
www.regent.edu/acad/global/publications/lao/issue_11/maslennikova.htm
Meuser, J. D., Liden, R. C., Wayne, S. J., & Henderson, D. J. (2011, August). Is servant leadership always a good thing? The
moderating influence of servant leadership prototype. Paper presented at the meeting of the Academy of Management,
San Antonio, TX.
Northouse, P. G. (2013). Leadership: Theory and practice (6th ed.). Thousand Oaks, CA: Sage Publications, Inc.
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References

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Stone, A. G., Russell, R. F., & Patterson, K. (2003). Transformational versus servant leadership: a difference in leader focus. In
C. Smith (December 4, 2005), Servant Leadership: The leadership theory of Robert K. Greenleaf (p. 7). Retrieved
November 11, 2013, from http://carolsmith.s/downloads/640greenleaf.pdf
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2013, from http://carolsmith.us/downloads/640greenleaf.pdf.
Southwest Airlines 2011 One Report. (n.d.). Retrieved November 20, 2013, from http://www.southwestonereport.com/2011/
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www.Swamedia.com
Spears, L.C. (2002). Tracing the past, present, and future of servant-leadership. In P. G. Northouse, Leadership: Theory and
practice (6th ed.) (pp. 221-223). Thousand Oaks, CA: Sage Publications, Inc.
Starbucks Corporation. (n.d.). Our Starbucks Mission Statement, Retrieved November 16, 2013 from
http://www.starbucks.com/about-us/company-information/mission-statement
References

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Starbucks Corporation. (n.d.). Starbucks Community Service Web site, Retrieved November 16, 2013 from
http://community.starbucks.com/index.jspa.
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