2024

GLG 2010 PSYCHOLOGY OF LEADERSHIP.

SERVANT LEADERSHIP.
GROUP ONE.
MEMBERS (ID NUMBER):
COMFORT MUTANU (668389)
JEMIMMA WAMBU (666484)
ADMIN
Table of Content

1. INTRODUCTION................................................................................................................................... 2
a. Definition from Different People. ...................................................................................................... 2
b. The Origins of the Topic .................................................................................................................... 2
c. Contributors of the Topic ................................................................................................................... 3
2. Basic Content of the Topic ..................................................................................................................... 4
Characteristics of Servant Leadership. ................................................................................................. 4
3. Benefits of Servant Leadership .............................................................................................................. 6
Examples of Servant Leaders................................................................................................................. 7
5. Followership concerning servant leadership ........................................................................................ 8
6. Critiques of the Topic ............................................................................................................................. 9
7. CONCLUSION ....................................................................................................................................... 9
REFERENCES: ........................................................................................................................................ 10

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 1. INTRODUCTION

a. Definition from Different People.

Servant leadership is a concept defined and interpreted by various scholars and practitioners.
Robert K. Greenleaf (1970), one of the pioneering figures in this field, defines servant leadership
as a philosophy where a leader's primary role is to serve others, focusing on the growth and well-
being of individuals and the community. He authors several books with that concept and
emphasizes that servant leaders prioritize the needs of others over their own desires for power or
recognition.

Larry C. Spears expanded on Greenleaf's ideas, describing servant leadership as a holistic

approach that involves listening, empathy, healing, awareness, persuasion, conceptualization,
foresight, stewardship, commitment to people’s growth and building community (Spears, 1998).

Other scholars such as Peter Senge highlight the importance of servant leaders fostering a
learning environment and empowering their followers to achieve their full potential (Senge,
1990).

b. The Origins of the Topic

The roots of servant leadership trace back to ancient philosophies and religious traditions. The
concept shares similarities with teachings from various traditions such as Taoism, which
emphasizes humility and selflessness, and Christianity, which values serving others.

The modern the concept emerged in the 20th century, primarily through the work of Robert K.
Greenleaf, a former AT&T executive He introduced the idea of servant leadership in his essay
"The Servant as Leader" published in 1970. He drew inspiration from his own experiences and
observations of effective leaders who prioritized serving others.

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c. Contributors of the Topic
Numerous scholars and practitioners have contributed to the development and popularization of
servant leadership. In addition to Robert K. Greenleaf, Larry C. Spears played a significant role
in expanding and disseminating Greenleaf's ideas through his work with the Greenleaf Center for
Servant Leadership.

Spears served as the CEO of the center and authored several books on servant leadership,
including "Practicing Servant-Leadership" (Spears, 1998).

Other notable contributors include Ken Blanchard, author of "The Servant Leader" (Blanchard &
Hodges, 2003), Peter Senge, known for his work on learning organizations and leadership
development (Senge, 1990), Don M. Frick and James W. Sipe in their book Seven Pillars of
Servant Leadership (2009), the book by John Stahl-Wert and Ken Jennings “The Serving
Leader”(2009), among others.

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 2. Basic Content of the Topic
Servant leadership, rooted in principles of empathy, humility, and empowerment, goes beyond
traditional leadership paradigms by emphasizing the holistic development and well-being of
individuals within an organization.

In addition to active listening and empathizing with the needs of followers, servant leaders
exhibit a profound sense of humility, recognizing that leadership is about service rather than
authority. By empowering others to grow and excel, servant leaders create a culture of trust,
respect, and mutual support that enhances individual and collective performance.

Furthermore, stewardship is a fundamental aspect of servant leadership, where leaders take

responsibility for managing resources ethically and sustainably for the benefit of the organization
and its stakeholders. This stewardship mindset ensures that decisions are made with the long-
term interests of the organization and its members in mind, fostering a sense of accountability
and integrity within the leadership framework.

Moreover, servant leaders prioritize the development of a cohesive and inclusive community
within the organization, where individuals feel a sense of belonging and purpose. By fostering
collaboration, encouraging diverse perspectives, and promoting a culture of continuous learning
and growth, servant leaders create an environment where innovation thrives, relationships
flourish, and organizational goals are achieved harmoniously.

In essence, servant leadership embodies a set of values and behaviors that not only elevate
individual and organizational performance but also cultivate a culture of compassion, trust, and
shared success. By embodying these principles, servant leaders inspire others to reach their full
potential, contribute meaningfully to the organization and experience personal and professional
fulfillment in their roles.

Characteristics of Servant Leadership.

I. Empathy:

Servant leaders possess a deep understanding and concern for the needs and feelings of others.
They actively listen to their followers and strive to understand their perspectives.

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II. Humility:

Servant leaders exhibit humility by not seeking recognition or power, acknowledging their own
limitations and valuing the contributions of others. They instead focus on serving the greater
good.

III. Empowerment:

Servant leaders empower their followers by providing them with the resources, support, and
autonomy they need to succeed. They trust their team members to make decisions and take
ownership of their work.

IV. Stewardship:

Servant leaders view themselves as stewards of their organizations and communities, rather than
owners or dictators. They take responsibility for the well-being and their long-term success.

V. Listening:

Servant leaders prioritize active listening and open communication. They create a supportive
environment where followers feel comfortable sharing their ideas, concerns, and feedback.

VI. Commitment to Growth:

Servant leaders are committed to the personal and professional growth of their followers. They
provide mentorship, coaching, and opportunities for development to help individuals reach their
full potential.

VII. Building Community:

Servant leaders foster a sense of community and belonging within their organizations. They
promote collaboration, teamwork, and mutual respect among team members.

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 3. Benefits of Servant Leadership
a. Increased Employee Engagement:

Servant leadership promotes a positive work environment where employees feel valued and
respected. This leads to higher levels of engagement, motivation, and job satisfaction among
team members.

b. Enhanced Organizational Performance:

Servant leaders prioritize the needs of their followers, which fosters a culture of trust, loyalty,
and commitment. This, in turn, leads to improved productivity, innovation, and overall
organizational performance.

c. Stronger Relationships:

Servant leaders focus on building meaningful relationships with their followers based on trust,
empathy, and mutual respect. This strengthens the bond between leaders and team members and
fosters a sense of camaraderie within the organization.

d. Improved Communication:

Servant leaders prioritize open and transparent communication, which fosters a culture of
collaboration and teamwork. This leads to better decision-making, problem solving, and conflict
resolution within the organization.

e. Employee Development:

Servant leaders are committed to the growth and development of their followers. They provide
mentorship, coaching and opportunities for learning and advancement - which help individuals
reach their full potential and contributes to the overall success of the organization.

f. Ethical Leadership:

Servant leaders prioritize ethical behavior and integrity in their actions and decisions. They lead
by example and uphold high ethical standards, which helps to build trust and credibility both
internally and externally.

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g. Adaptability and Innovation:

They encourage creativity, risk-taking and innovation within their organizations. By empowering
their followers and fostering a culture of experimentation, they create an environment where new
ideas can flourish and drive positive change.

Examples of Servant Leaders

Several prominent leaders throughout history have exemplified servant leadership principles in
their actions and decisions.

Mahatma Gandhi - known for his role in India's independence movement - demonstrated servant
leadership through his commitment to nonviolent resistance and his focus on serving the needs of
the marginalized (Gandhi, 1927).

Nelson Mandela, the former President of South Africa, exhibited servant leadership qualities by
prioritizing reconciliation and forgiveness in the post-apartheid era (Mandela, 1994).

Mother Teresa, the founder of the Missionaries of Charity, dedicated her life to serving the
poorest of the poor, embodying the spirit of selfless service (Teresa, 2007).

Martin Luther King Jr., a prominent civil rights leader, advocated for equality and justice while
emphasizing the importance of serving others (King, 1963).

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 4. Followership concerning servant leadership
The characteristics of a servant leader, as outlined in the provided sources, emphasize key
attributes that attract followers to such leaders. First, servant leaders prioritize the needs of others
before their own, demonstrating selflessness and a genuine concern for the well-being and
growth of their team members.

Additionally, people are inclined to follow servant leaders because they excel in active listening,
showing respect for others' opinions and using feedback to enhance ideas and processes. This
gives followers a sense of fulfillment and adds value by fostering positivity, encouragement and
appreciation

Furthermore, servant leaders lead by example, working alongside their team members, setting
high standards, and embodying the values they promote. By treating others with respect and
trust, they build strong relationships based on mutual understanding and support.

Lastly, servant leaders strike a balance between achieving results and nurturing relationships,
recognizing the importance of both excellence in performance and compassion towards team
members. This leads to enhancing people’s personal drive and higher quality work.

These characteristics of servant leadership not only define effective leadership but also create an
environment where followers feel valued, motivated and inspired to contribute positively to the
organization's goals. By embodying these attributes, servant leaders establish trust, foster
collaboration, and empower their teams to reach their full potential.

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 5. Critiques of the Topic
Despite its positive attributes, servant leadership has also faced skepticism from some quarters.
One critique is that servant leadership can perceived as too idealistic or impractical in certain
organizational contexts.

Critics argue that in competitive and fast-paced environments, leaders may need to adopt a more
directive or authoritative style to achieve results (Northouse, 2018).

Additionally, there are concerns that servant leadership could be exploited by leaders who use it
to disguise for manipulation or control (Van Dierendonck & Patterson, 2015). Critics also point
out the potential challenges of implementing servant leadership in hierarchical organizations
where traditional power structures may resist change.

6. CONCLUSION
Servant leadership embodies a powerful and transformative approach to guiding and influencing
others. By prioritizing the well-being and growth of those they lead, servant leaders create a
positive and empowering environment.

This leadership style encourages collaboration, fosters trust, and ultimately contributes to the
development of both individuals and the organization as a whole.

Through selflessness, empathy, and a commitment to service, servant leaders inspire a culture of
shared success, making a lasting impact on the people they lead and the greater community.

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 7. REFERENCES
Blanchard, K., & Hodges, P. (2003). *The Servant Leader*. Thomas Nelson.

Gandhi, M. K. (1927). *An Autobiography or The Story of My Experiments with Truth*.

Navajivan Publishing House.

Greenleaf, R. K. (1970). The Servant as Leader. *The Greenleaf Center for Servant Leadership.

King, M. L. Jr. (1963). Strength to Love. Fortress Press.

Mandela, N. (1994). Long Walk to Freedom: The Autobiography of Nelson Mandela. Little,
Brown and Company.

Northouse, P. G. (2018). Leadership: Theory and Practice. Sage Publications.

Sendjaya, S., Sarros, J. C., & Santora, J. C. (2019). Defining and measuring servant leadership
behavior in organizations. Journal of Management Studies, 56(1), 139-165.

Senge, P. M. (1990). The Fifth Discipline: The Art and Practice of the Learning Organization.
Doubleday/Currency.

Spears, L. C. (1998). Insights on Leadership: Service, Stewardship, Spirit, and Servant-

Leadership*. John Wiley & Sons.

Teresa, M. (2007). No Greater Love. New World Library.

Van Dierendonck, D., & Patterson, K. (2015). Servant leadership: Developments in theory and
research. Palgrave Handbook of Leadership in Transforming Asia, 189-208.

https://www.ottawa.edu/online-and-evening/blog/march-2021/5-proven-characteristics-of-a-
servant-leader

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