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We have explored various management and leadership approaches, from the dynamic influence of transformational leadership to the contrasting management philosophies of Theory X, Y, and Z. Now, we turn our attention to servant leadership, a unique model that shifts the traditional power dynamic. Servant leadership, first described by Robert Greenleaf, is an approach where the leader's primary goal is to serve and empower others, prioritizing their growth and well-being over personal gain or traditional hierarchical control.
The importance of servant leadership lies in its ability to develop a supportive and ethical environment, leading to increased trust and collaboration. Its distinguishing characteristic is a deep commitment to the growth and well-being of those being led, rather than focusing on personal gain or organizational hierarchy. For example, a servant leader might prioritize an employee's professional development over immediate task completion, understanding that investing in people ultimately benefits everyone. This tutorial will delve deeper into how you can cultivate these qualities.
Relationship-based leadership, also called servant leadership, shifts the perspective a bit. In his theory, Greenleaf suggests that truly effective leadership stems from focusing on the follower and not on the leader. Greenleaf (n.d.) noted:
"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, and difficult to administer, is: Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, and 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?"
This theory highlights the goal of the servant leader as ensuring that their followers are taken care of and that their well-being is always the top priority. Leaders who are able to prioritize the needs of their workers tend to see higher levels of allegiance from their workers. A 2016 Harvard survey found that employees who enjoy their work and who continuously gain skills and experiences that will advance their careers are about 33 percent more likely to stay in their jobs. In addition, organizations rooted in servant leadership are better able to foster higher levels of workplace community. When people feel that they are all part of a community, they are more likely to see the company’s goals and objectives as beneficial to their own personal goals and objectives.
We can trace the roots of servant leadership to various philosophical and spiritual traditions that emphasize selfless service and the well-being of others. For instance, Buddhism influences this approach through its teachings on compassion (karuna) and loving-kindness (metta). These principles encourage leaders to act with genuine care and benevolence, prioritizing the alleviation of suffering and the promotion of happiness for all individuals. Other ethical frameworks, such as those found in primary religious texts or humanistic philosophies, underscore the inherent dignity of every person and the moral imperative to contribute positively to their growth. These underlying philosophies collectively promote a mindset where leadership is viewed not as a position of power, but as a profound opportunity to serve and uplift humanity.
The core philosophy of servant leadership centers on a profound commitment to the well-being and development of those being led. Unlike traditional leadership, which often emphasizes control and hierarchy, servant leadership prioritizes the needs of others, believing that true authority emerges from trust and respect earned through service. This perspective suggests that by focusing on the growth of individuals, the organization as a whole will thrive. For example, a servant leader views their role as a steward, meaning they hold resources and responsibilities in trust for the greater good, rather than for personal gain. This ethical foundation builds a culture where individuals feel valued and empowered, leading to stronger relationships and collective success.
Servant leadership is underpinned by the idea that a leader's primary purpose is to serve, meaning they prioritize the needs and development of their team members, customers, and the community above their own self-interest or organizational hierarchy. This philosophy asserts that true authority is not derived from power or position, but rather from the trust and respect earned through genuine service. A servant leader believes that by investing in the growth and well-being of individuals, the collective success of the organization will naturally follow. This ethical stance emphasizes service to others, where leaders view themselves as caretakers of resources and people, promoting an environment of collaboration and mutual support.
Servant leaders demonstrate their philosophy through a range of specific, observable behaviors. One crucial action is listening, meaning they actively seek to understand the needs and concerns of others, often without interruption. They practice empathy, striving to understand and share the feelings of their team members, which builds strong personal connections. A servant leader also engages in healing, helping individuals and teams recover from setbacks or conflicts, thereby fostering a supportive environment. They possess a strong sense of awareness, both of their own strengths and weaknesses and of the dynamics within their team and the broader organizational context.
Another key behavior is persuasion, where servant leaders influence others through reasoned argument and collaboration, rather than relying on their formal authority. They excel at conceptualization, meaning they can envision the big picture and connect daily tasks to broader organizational goals. This is closely related to foresight, the ability to anticipate future consequences and plan accordingly, which helps guide the team through potential challenges. Servant leaders also demonstrate stewardship, taking responsibility for the resources entrusted to them and using them wisely for the benefit of all. Crucially, they show a deep commitment to the growth of people, investing time and resources in the professional and personal development of their team members. Finally, they are dedicated to building community within the organization, creating a sense of belonging and shared purpose among individuals.
In Context: Willow Creek Community College
Ms. Elena is an instructor in the engineering program at Willow Creek Community College. Marcus is a student who comes during her office hours.
"Marcus, please, come in. I’ve noticed you’re falling behind on work and want to help. You mentioned you're having trouble balancing your classes with your part-time job. Tell me more about what's happening."
"It's just... a lot. I feel like I'm constantly behind, and I'm not sure if I can keep up with the engineering program."
In this exchange, Ms. Elena embodies servant leadership by actively listening to Marcus's concerns, demonstrating empathy for his struggle, and offering solutions that prioritize his growth and well-being. She uses persuasion by suggesting options rather than dictating them, and her actions reflect a commitment to building a supportive learning community within the college. This example highlights how servant leaders empower others by focusing on their needs and providing the necessary resources for their success.
The servant leadership model appealed to organizations because it was not based solely on the behaviors of individuals in leadership, but rather on how those leaders behaved in relation to those within the organization. However, there are some who argue that this leadership model is actually about influence and less about leadership. There are a few primary criticisms that plague proponents of this particular leadership style.
The first criticism is that managers who exemplify the servant leadership style can end up becoming overly empathetic to their employees to such a point as to actually impede their ability to be effective. They may grow too tolerant of poor performance by one employee to the detriment of everybody else. There is also concern that trying to build deep relationships with everyone is not sustainable and can lead to the manager feeling emotionally drained. This is commonly referred to as compassion fatigue. Most people have limited emotional bandwidth, so spending all of it on attempting to empathize with and solve other people’s problems can become detrimental to a leader’s development and productivity.
A second criticism holds that servant leadership impairs effective management by its singular focus on relationships with followers. This focus creates an environment where followers may see the role of the leader as developmental, like a mentor instead of a supervisor. More specifically, it creates the expectation that the needs and wants of the leader are of secondary importance when compared to those of the team members. In addition, it may become increasingly difficult for employees to see the manager as an authority figure, which could also reduce the manager’s effectiveness. This dynamic creates a significant challenge when the organization is forced to shift focus or comes up against a difficult deadline, as the needs of the organization now supersede those of the team members. This cognitive dissonance may be difficult for people within the organization to overcome, thereby leading to a dip in production or effectiveness.
Finally, the most significant criticism stems from those who assert that servant leadership is not well-suited to certain organizations. Organizations that are extremely task-driven (have to meet stringent financial or product-based markers) or companies that are responding to significant company crises may not be a good fit for leaders who focus primarily on servant-based leadership. In addition, companies that have expected high levels of turnover may not be effective landing spots for servant leaders. The lack of focus on employee development and growth will likely play against the strengths of the servant leader.
Source: Adapted from Principles of Leadership at the University System of Georgia, licensed under Creative Commons 4.0
REFERENCES Greenleaf Center for Servant Leadership. (n.d.). What is Servant Leadership? Retrieved August 14, 2025, from greenleaf.org/what-is-servant-leadership/
