“The servant-leader is servant first, it begins with a natural feeling that one wants to serve, to serve first, as opposed to wanting power, influence, fame, or wealth.” – Robert Greenleaf.
Welcome, friends, to an exciting new teaching series on servant leadership! In this new teaching series, I`m thrilled that I will be sharing insights from my latest book, The AREA Code: Unveiling the Essence of Servant Leadership, along with new revelations I’ve discovered since its completion. As we embark on this journey together, I invite you to reflect: What comes to mind when you think about servant leadership?
Ancient Wisdom, Modern Practice
Servant leadership is not a novel idea; it’s a timeless concept with roots stretching back to ancient civilizations. In the 5th century B.C., the Chinese philosopher Laozi offered a profound perspective on leadership, suggesting that the ultimate leader is one who deflects attention from themselves. Laozi said, “The sage is self-effacing and scanty of words. When his task is accomplished and things have been completed, all the people say, ‘We ourselves have achieved it.'” This ancient wisdom laid the foundation for what we now recognize as servant leadership.
Fast forward to 1970, when Robert K. Greenleaf revitalized this ancient practice in the context of modern organizations. Greenleaf’s philosophy is simple yet profound: A true leader’s purpose is to serve. He posed a powerful question that remains relevant today: “Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?” This question challenges us to rethink traditional leadership, where the focus is often on the leader’s success rather than the well-being of their followers.
The Power of Serving First
When leaders shift their mindset to serve first, remarkable transformations occur. The benefits extend not only to the employees but also to the organization. Employees experience personal growth, increased engagement, and a deeper commitment to their work. Companies that embrace servant leadership, like Starbucks and Marriott International, have seen tremendous success. Their leaders understand that when people feel valued and supported, they are more likely to go above and beyond.
A 2002 study by Sen Sendjaya and James C. Sarros underscores this point, revealing that servant leadership is practiced by some of the world’s top companies. These organizations consistently rank high in employee satisfaction and performance because their leaders prioritize the growth and development of their teams. As John C. Maxwell rightly said, “True leadership must be for the benefit of the followers, not to enrich the leader.” [To be continued next week].
