In search of servant Leadership
How can a leader be a servant? Looks like a seemingly confusing
connection. In a world where leadership is associated with power,
prestige and pageantry, a noteworthy departure of a rare breed is
evident. In fact, today, being Easter Sunday is a significant day to
discuss servant leadership.
Jesus Christ washed the feet of his disciples and called on them to
do the same for others. He shared the parable of the good shepherd, who
takes care of the flock.
Leadership is not about positions and titles, but about decisions and
actions. It is essentially a mindset. We look at the leaders at the top
but not the 'leaders at the tap'.
Servant leadership is one way of looking at the dynamics of
leadership. It is perhaps, one of the most ancient forms of leadership,
aptly found in all great religious founders. When you consider the 550
Jathaka stories, more than 50 percent of the time, the Bodhisathva is
portrayed as a leader. In some cases, as one who serves others. In
brief, a servant leader is a servant first. The simple motto is service
first.
Chanakya, the famous author of Arthashastra, wrote, in the 4th
century BC - "The king (leader) shall consider as good, not what pleases
himself but what pleases his subjects (followers)."
"The king (leader) is a paid servant and enjoys the resources of the
state together with the people."
As in the case of most management concepts, what was practised for
along time got branded as 'servant leadership' in the West. Robert
Greenleaf, a scholar from USA got the credit for documenting the
features and facets of servant leaders.
Test
Having worked for AT&T for several decades, he realised the
limitations of typical administrative leaders. Having contemplated an
alternative, the resulting model was the repackaged concept of servant
leadership.
Let's look at how he describes the concept further.
"The servant-leader is servant first. Becoming a servant-leader
begins with the natural feeling that one wants to serve, to serve first.
Then conscious choice brings one to aspire to lead. That person is
sharply different from one who is a leader first. 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 the most difficult to administer, is - Do those
served grow as persons? Do they, while being served, become healthier,
wiser, freer, more autonomous, more likely to become servants
themselves?"
Servant-leaders achieve results for their organisations by giving
priority attention to the needs of their colleagues and those they
serve. Servant-leaders are often seen as humble stewards of their
organisation's physical, financial and most importantly, human
resources.
You can't serve others without properly listening to them. A servant
leader has the motivation to listen actively to his team and supports
them in decision identification. This applies particularly to paying
attention to the unspoken. This means relying on his or her inner voice
and finding out what the body, mind and spirit are communicating.
Listening
Mahathma Gandhi did that with fellow Indians. Managers need to do
that with their teams. CEOs need to do that with their employees. In
essence, servant leaders listen with care. As we discussed last week,
Sri Lankan business leaders can improve their current level of listening
to a much higher level.
A servant leader attempts to understand and empathise with others.
Workers may be considered not only as employees, but also as people who
need respect and appreciation for their personal development.
Japanese business leaders have demonstrated this characteristic a lot
in their typical approach to work.. Here, leadership is seen as a
special type of human work, which ultimately generates a competitive
advantage.
A great strength of a servant leader is the ability for healing
oneself and others. A servant leader tries to help people by solving
their problems and conflicts in relationships, because he or she wants
to develop the abilities of each person. This leads to the formation of
a business culture, in which the working environment is characterised by
dynamic, fun and no fear of failure.
Mother Theresa did this with destitute street children. HR
professionals can demonstrate this in their coaching and counselling
activities.
Every manager can be a healer in such a manner that he or she
strengthens inter-personal relationships.
A Servant Leader does not take advantage of his power and status by
forcing others to comply. He or she rather tries to convince them.
This element distinguishes servant leadership most clearly from
traditional, authoritarian models and can be traced back to the
religious views of the inventor Robert Greenleaf.
This is one area where Sri Lankan managers can learn. Instead of
forcing people to do things, convincing them of the benefits of doing
particular things is what is needed.
Servant leadership is seen as an obligation to help and serve others.
Openness and persuasion are more important than control. It reminds me
what Prime Minister S. W. R. D. Bandaranaike told the nation. The prime
obligation of the man is to serve mankind. This offers fresh insights
about our traditional leadership hierarchy. Instead of looking up to see
how your boss is doing, you should look in front to see whether your
customers are delighted or not.
The golden maxim echoes in my mind. Those who serve deserve
leadership.
The writer is the Acting Director of the Postgraduate Institute of
Management. He also serves as an Adjunct Professor in the Division of
Management and Entrepreneurship, Price College of Business, University
of Oklahoma, USA. |