In today’s rapidly evolving business landscape, leadership styles continue to adapt in response to organisational needs, employee expectations, and societal changes. Among the many leadership philosophies, servant leadership stands out as a distinctive and people-first approach. Developed by Robert K. Greenleaf in the 1970s, servant leadership emphasises that the most effective leaders are those who begin with a desire to serve others before leading. Unlike traditional models of leadership that prioritise authority, control, or personal advancement, servant leadership focuses on the growth, well-being, and empowerment of team members. By creating cultures of empathy, trust, and collaboration, servant leaders help individuals and organisations to flourish.
1.0 The Origins of Servant Leadership
The origins of servant leadership can be traced to Greenleaf’s influential essay The Servant as Leader (1970). Greenleaf’s philosophy was a response to hierarchical, power-driven models that had dominated management thought, such as Taylor’s scientific management (1911) and Weber’s bureaucratic theory (1947). Greenleaf (1977) argued that true leadership grows from the natural feeling of wanting to serve first, and only afterwards does the conscious choice to lead emerge.
This was a radical departure from traditional perspectives, which often equated leadership with authority and command. Instead, Greenleaf introduced a vision of leadership rooted in ethical responsibility, care for others, and community building. His ideas have since influenced diverse sectors, from business to education, healthcare, and non-profit organisations (Spears, 1996).
2.0 Key Characteristics of Servant Leadership
Servant leadership is grounded in a number of core characteristics that differentiate it from other models. These include empathy, humility, selflessness, empowerment, and vision.
2.1 Empathy
Empathy lies at the heart of servant leadership. Servant leaders seek to understand and share the perspectives, challenges, and aspirations of their team members. Spears (1996) identifies empathy as a cornerstone of Greenleaf’s philosophy, allowing leaders to listen actively and respond with compassion.
Empathy strengthens trust and psychological safety within teams, encouraging openness and collaboration. When employees feel understood, they are more engaged and committed (George et al., 2007). By practising empathy, servant leaders treat individuals not just as employees but as whole persons with unique needs and aspirations, thereby fostering loyalty and deeper organisational commitment.
2.2 Humility
Another defining trait is humility. Servant leaders acknowledge their limitations, accept constructive feedback, and prioritise collective achievement over personal recognition. As Sendjaya, Sarros, and Santora (2008) explain, humility reflects an orientation toward shared leadership and collaboration, rather than domination.
This is in contrast with authoritarian or charismatic leadership models, where the leader’s personality often dominates the organisation (Bass, 1990). Servant leaders, by contrast, lift others up, ensuring that success is attributed to the team rather than the individual leader. Humility thereby nurtures inclusive and sustainable cultures.
2.3 Selflessness
Selflessness is central to the servant leader’s philosophy. Servant leaders consistently place the needs of others above their own, sometimes sacrificing personal recognition or material gain in order to promote collective growth. Greenleaf (1977) noted that leaders must commit to the long-term development of people and communities, even when it requires personal sacrifice.
Selfless leadership builds trust, signalling to employees that their leader genuinely prioritises their welfare. Trust, in turn, fosters higher job satisfaction, loyalty, and reduced turnover (Liden et al., 2008).
2.4 Empowerment
Empowerment is a hallmark of servant leadership. Instead of centralising authority, servant leaders delegate responsibilities, provide resources, and encourage autonomy. Barbuto and Wheeler (2006) argue that empowerment increases employees’ sense of ownership, creativity, and accountability.
By trusting their team members and encouraging initiative, servant leaders cultivate a learning-oriented culture where individuals feel free to experiment and innovate. Empowerment also contributes to resilience, as responsibility is distributed across the organisation rather than concentrated at the top.
2.5 Vision
While servant leaders prioritise people, they also possess a compelling vision that unites individuals around shared goals. Sipe and Frick (2009) argue that servant leaders must balance service to individuals with a strategic sense of direction, ensuring that the organisation adapts to future challenges.
By articulating a vision grounded in values such as inclusivity, fairness, and sustainability, servant leaders inspire employees to connect their personal goals to the broader mission of the organisation. This dual focus—on service and vision—distinguishes servant leadership from purely transactional or laissez-faire approaches.
3.0 The Impact of Servant Leadership
A growing body of research highlights the positive organisational outcomes associated with servant leadership.
3.1 Employee Engagement and Satisfaction
Servant leadership is strongly correlated with higher employee satisfaction and engagement. Liden et al. (2008) found that servant leadership enhances organisational citizenship behaviours, where employees go beyond their job descriptions to support the collective good. By prioritising well-being and development, servant leaders foster loyalty and morale.
3.2 Organisational Performance
Empowered employees tend to be more innovative and productive. Van Dierendonck (2011) argues that servant leadership promotes a climate of trust and fairness, which enhances collaboration and performance. Unlike transactional leaders, who motivate primarily through rewards and punishments, servant leaders cultivate intrinsic motivation rooted in shared purpose.
3.3 Ethical and Sustainable Practices
Because servant leadership emphasises ethical responsibility and community service, it aligns closely with contemporary calls for corporate social responsibility (CSR) and sustainability (Eva et al., 2019). Servant leaders encourage organisations to operate in ways that benefit society, not just shareholders. This long-term perspective strengthens organisational reputation and resilience.
4.0 Criticisms and Challenges
While servant leadership has many strengths, scholars have also identified challenges. Some argue that it can be idealistic, particularly in competitive industries that prioritise rapid results (Andersen, 2009). Others caution that excessive focus on serving employees may lead to neglect of shareholder interests or strategic priorities.
However, proponents counter that servant leadership is not about abandoning organisational performance but about achieving it through people-first practices. By empowering employees, organisations can achieve both human flourishing and long-term success.
5.0 Servant Leadership in the Modern Workplace
In today’s globalised, technology-driven environment, servant leadership remains highly relevant. The rise of remote work, diversity, and employee well-being initiatives underscores the need for leaders who prioritise trust and inclusivity. As workplaces become more collaborative and less hierarchical, the servant leadership model provides a sustainable path forward.
Organisations such as Southwest Airlines and Starbucks have been cited as applying servant leadership principles, focusing on employee well-being as a driver of customer satisfaction and financial success (Hunter et al., 2013). This demonstrates that servant leadership is not only morally compelling but also strategically advantageous.
Servant leadership represents a transformative model that challenges traditional notions of power and authority. Rooted in the philosophy of service before leadership, it emphasises empathy, humility, selflessness, empowerment, and vision. Evidence suggests that servant leadership enhances employee engagement, organisational performance, and ethical practices, making it a powerful model for the modern workplace.
As businesses continue to navigate uncertainty, servant leadership offers a people-centred philosophy capable of fostering resilience, inclusivity, and innovation. Ultimately, servant leaders create environments where individuals thrive, organisations prosper, and society benefits—a compelling case for making people-first leadership central to the future of leadership practice.
References
Andersen, J. A. (2009) ‘When a servant-leader comes knocking’, Leadership & Organization Development Journal, 30(1), pp. 4–15.
Barbuto, J. E. & Wheeler, D. W. (2006) ‘Scale development and construct clarification of servant leadership’, Group & Organization Management, 31(3), pp. 300–326.
Bass, B. M. (1990) From transactional to transformational leadership: Learning to share the vision. Organizational Dynamics, 18(3), pp. 19–31.
Eva, N., Robin, M., Sendjaya, S., van Dierendonck, D. & Liden, R. C. (2019) ‘Servant leadership: A systematic review and call for future research’, The Leadership Quarterly, 30(1), pp. 111–132.
George, B., Sims, P., McLean, A. N. & Mayer, D. (2007) ‘Discovering your authentic leadership’, Harvard Business Review, 85(2), pp. 129–138.
Greenleaf, R. K. (1970) The Servant as Leader. The Robert K. Greenleaf Center.
Greenleaf, R. K. (1977) Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness. Paulist Press.
Hunter, J. C., Laing, W. A. & Lin, D. (2013) ‘Servant leadership and its implications for managers’, Journal of Management Policy and Practice, 14(2), pp. 26–38.
Liden, R. C., Wayne, S. J., Zhao, H. & Henderson, D. (2008) ‘Servant leadership: Development of a multidimensional measure and multi-level assessment’, The Leadership Quarterly, 19(2), pp. 161–177.
Sendjaya, S., Sarros, J. C. & Santora, J. C. (2008) ‘Defining and measuring servant leadership behaviour in organisations’, Journal of Management Studies, 45(2), pp. 402–424.
Sipe, J. W. & Frick, D. M. (2009) Seven Pillars of Servant Leadership: Practicing the Wisdom of Leading by Serving. Paulist Press.
Spears, L. C. (1996) ‘Reflections on Robert K. Greenleaf and servant-leadership’, Leadership & Organization Development Journal, 17(7), pp. 33–35.
Van Dierendonck, D. (2011) ‘Servant leadership: A review and synthesis’, Journal of Management, 37(4), pp. 1228–1261.
