Jan. 12, 2025
Introduction
Countless leadership theories are meaningful to society as a whole. Servant leadership, in particular, encompasses leadership’s most logical parts and puts that power into serving the public. Servant leadership is a “holistic approach” in which the leader cares deeply for stakeholders in the company (Shirin, 2015). Utilizing servitude is a transformative approach with no financial gain. All projects and goals are tackled without the means of capitalism, paving the way for optimal leader-follower growth. A servant leader “engages followers in multiple dimensions”; specifically, leaders who are emotionally, relationally, and ethically oriented help followers grow into themselves, bringing out their full potential (Eva et al., 2019).
Heavily based on morality, servant leaders think about everyone else before thinking about themselves (Canavesi & Minelli, 2021; Demont-Biaggi, 2020). It is not just stakeholders they think about; servant leaders think about everyone around them, especially their followers (Canavesi & Minelli, 202). Servant leadership is not a new practice; it has been studied for many years by practitioners and academics, and it is only now gaining popularity in the past decade (Canavesi & Minelli, 202). This leadership theory is held in high regard because it yields ideal outcomes for both individuals and organizations, such as commitment and employment satisfaction (Canavesi & Minelli, 202). Furthermore, literature research is searching for antecedent identification, the mediating and moderating “mechanisms,” and relationship development scales meant to bring discourse in an inclusive, diverse, and economic context (Canavesi & Minelli, 202).
Transparency is rudimentary. People gravitate towards those types of leaders, but they are few and far between. This approach ostensibly shows the need for factors based on ethos, pathos, and logos. Marginalized communities play a pivotal role; when the requisite skill sets are available, society performs better. Self-efficacy and faculty development are crucial for the quality of leadership skill sets and societal norms. Engagement with leadership qualities fosters professional growth and development for future leaders in all contexts, promoting selflessness. Selflessness is a servant quality, and its absence is conspicuous in leadership that remains transactional. Through cultivating rapport and altruism, leaders establish connections with those around them. Transformational leadership is superior to transactional leadership, which has been practiced for many years. However, the genuine demeanor behind servant leadership roles helps determine outcomes that bear community value and foster the growth of future leaders.
The Definition of Leadership
Servant leadership is vital for a multitude of reasons, especially when combating pseudo-transformational leaders. It is imperative to reiterate that servant leadership encompasses multiple theories of thought; some of these theories include authentic leadership, enterprise leadership, and leader-member exchange (LMX) theory (Coetzer et al., 2019, p. 1). According to research, servant leadership is inspirational and contains “moral safeguards” (Graham, 1991). This “paradoxical leadership function and servant style” offers vital educational tools for the workplace that safeguard business ethics while upholding performance levels (Saleem et al., 2020). Authentic leadership, a core facet of servant leadership theory, is a multifaceted theory that integrates ethical, relational, and outcome-based aspects of leadership to create high-performing organizations (Canavesi & Minelli, 2021; Saleem et al., 2020). It emphasizes practices such as developing a higher purpose through standardizing and simplifying procedures, empowering others through shared information and power, vision, and strategy, ensuring continuous growth, cultivating a customer-oriented mindset, and building a quality workforce (Coetzer et al., 2019, pp. 3-5).
In addition to humility, servant leadership means ensuring the development of followers, hearing others, making sound decisions, acting morally, and developing a “sense of community” (Jit et al., 2016). Liden et al. (2008) state that creating community value is a fundamental leadership behavior rooted in ethics, healing, growth, conceptual skills, and empowerment. Both Liden et al. and Jin et al. agree on creating a sense of community through moral and ethical means.
The definition is often assumed but never thoroughly examined. While leadership can still usually be rooted in a patriarchal caste system, its core values extend far beyond today’s standards (Carbajal, 2018). With modernization accelerating civilization, it is time to consider what transparency, another often-forgotten quality, would bring to present and future leaders. A level of change begins with a transformation, where it becomes clear that leadership is not linear in terms of knowledge or experience. It is not a monolith, as stated in my previous work (Ramirez, 2022). It changes with each industry and adapts to an adjusted class of individuals over time (Ramirez, 2022). Three main phases encompass what servant leadership stands for (Canavesi & Minelli, 2021). The first phase is based on conceptual development, while the second phase focuses on testing and investigating fundamental outcomes through cross-sectional research (Canavesi & Minelli, 2021). The final phase is theory-rooted, looking at mediating mechanisms, understanding antecedents, and specific leadership boundaries (Allen et al., 2016; Eva et al., 2019). The model described is based on the most recent research conducted, which has been jump-starting the past two decades with a proliferation of studies (Canavesi & Minelli, 2021).
Theories of Research and Interest
Servant leadership, as noted earlier, is a type of theory that encompasses more than one quality of leadership theories (Greenleaf, 1970; Canavesi & Minelli, 2021; Liden et al., 2015). Those facets form a solid theory of servitude and transparency that has a transformational influence. The desire to serve the general public without expecting anything in return is something unheard of in the digital era (Ramirez, 2022). Therefore, it must be exercised and practiced more amongst empathetic others. Organizational culture exists to establish an expectancy system that sets a standard for authentic employee behavior, which is expected to evolve into leadership behavior (Schein, 1985). A genuine leader shows trust, hope, optimism, and a moral and ethical orientation; that leader exhibits positive emotions and relational transparency (Avolio et al., 2004). According to Liden et al., servant leadership’s seven dimensions ethically prioritize subordinates, allowing for motivation to focus on autonomy and emotional healing (Liden et al., 2015). Some of the first scholars who empirically tested servant leadership used cross-sectional studies to find evidence that servant leadership benefits organizations through a fair workplace (Ehrhart, 2004). Ehrhart’s findings include the differences between servant leadership and LMX and transformational styles, as tested through the “14-item scale for the measurement of servant leadership” (Ehrhart, 2004).
A Deep Dive Into Servant Leadership
The benefits of servant leadership encompass follower-centered, leadership-centered, team-centered, and organization-centered growth (Marampa et al., 2023; Canavesi & Minelli, 2021). Leadership focused on supporting individuals and developing an institution is generally known as servant leadership (Allen et al., 2016). Transformational leadership emphasizes the role of leaders in inspiring followers to work towards a common goal (Allen et al., 2016).
To the researcher’s knowledge, organizational culture is often explored about the concept of servant leadership. Authentic leadership, like servant leadership, stimulates employee performance by fostering honest and transparent relationships with employees (Azanza et al., 2013). Servant and authentic leaders also possess self-focus qualities and the ability to put others’ needs before their own (Duignan, 2014, pp. 3-5). However, servant leaders differ in putting others first, while authentic leaders focus more on genuine leadership. That transparency is how servant leaders operate in a postmodern society built on capitalistic pressures, ethical challenges, and paradoxes (Duignan, 2014, pp. 3-5). There are three organizational outcomes in leadership theories: primary, secondary, and territory (Duignan, 2014, pp. 3-5). The criteria are inclusive and designed to identify relevant outlets and a range of quantitative or qualitative studies. Having critical thought regarding leadership theories is not something that comes naturally to people; critical thought is built on the right leaders guiding their followers towards a measure of success (Duignan, 2014, pp. 3-5). A servant leader does not sugarcoat problems; instead, they solve them with logical thinking, awareness, and openness (Ramirez, 2022). In response, followers react to a physical environment that does not rely on negative tactics to maintain a sense of authority (Ramirez, 2022).
Servant Leadership as a Call To Action
As discussed in my previous work, servant leadership cannot exist without authenticity or a call to action (Ramirez, 2022). A call to action cannot exist without engagement or intricate feedback (Ramirez, 2022). A leader who is authentic and genuine in their style will never be a detriment to the public. Azanza (2013) finds that an organized leadership culture cannot exist without flexibility, as well as authenticity and transparency styles. Flexibility in leadership is crucial because things can change at any time, making it essential to be prepared for any type of scenario where leadership is necessary. Research finds that servant leadership has a “significant utility” in going above and beyond transformational, ethical, and authentic leadership styles, as measured by specific criteria (Hoch et al., 2018).
According to research, a reason for leadership behavior to flourish lies within the specific norms of employees and employers (Schein, 1985). These norms are associated with particular leadership theories, such as servant leadership theory. Furthermore, if stress and low productivity occur in a workplace that cannot achieve a proper work-life balance, turnover is likely to follow (Dutta & Khatri, 2017). In response to adverse outcomes associated with leadership styles that prioritize the leader’s self-interest, moral-based leadership has recently emerged, aiming to promote integrity and prioritize the support and development of followers (Liden et al., 2015). Nevertheless, staying transparent to leader-follower norms helps mitigate those fears.
Servant Leadership Connection and Analysis
Transformational leadership gained popularity because it aims to empower everyone, not just a select few (Ramirez, 2022). The aspect of healing through these values is essential because servant leaders help conquer problems with care, a quality that makes them hyper-aware of their environment. Other characteristic aspects of servant leadership emerge through a catalyst of transformational leadership and affective trust — a stark difference from cognitive trust (Zhu et al., 2013). Affective trust, established through a mutual back-and-forth of care and concern between the leader and followers, often creates positive outcomes within an organization (Zhu et al., 2013). Furthermore, Chiniara and Bentein state that servant leaders create a psychologically safe and fair climate through dyadic relationships where employees can be themselves (Chiniara & Bentein, 2016). Autonomy is salient, but so is having connections with others in one’s community, leaving oftentimes to an aspect of mutual aid through conscientious and helpful behaviors (Chiniara & Bentein, 2016, p. 136)
Some followers remain accustomed to transactional leadership or are hesitant to follow leaders altogether (Liden et al., 2008). They bracket servant leadership with micromanagement, stating that their leader does not need to help lead them along the way (Liden et al., 2008). Furthermore, empirical studies have found that when leaders practice servant leadership with willing followers, this type of leadership has a significant impact on organizational citizenship behavior and performance (Meuser et al., 2011; Otero-Neira et al., 2016; Ozyilmaz & Cicek, 2015). For some, this type of leadership does not seem practical (Ramirez, 2022). For the latter, there is a broader perspective to consider in terms of public benefit.
Servant Leadership and Social Responsibility
Greenleaf finds that servant leaders have a social responsibility to care about those who are less privileged and often marginalized (Greenleaf, 1970). A good servant leader identifies inequalities or injustices and seeks to eliminate them (Graham, 1991). Once a servant leader is at the forefront, institutional power and control are shifted to followers, giving them the autonomy they need to be their own authority (Canavesi & Minelli, 2021). Community is valued in servant leadership because it provides an opportunity to meet individuals face-to-face and go through the stages of interdependence, trust, respect, and growth together (Greenleaf, 1970; Greenleaf, 1977).
Leaders constantly help followers overcome their problems, which is a characteristic of servant leaders that enables them to immediately respond to tangible environments (Saleem et al., 2020). Instead of using fear, coercion, and violence to maintain authority, servant leaders become the persistent medication that convinces others to accept change.
Next is conceptualization, stewardship, and commitment to personal growth—caring deeply about the movement, the well-being of one’s followers, and, ultimately, starting a community (Saleem et al., 2020). When discussing stewardship, servant leaders employ it due to their people-centric nature, which prioritizes service to their followers (Saleem et al., 2020). In an organizational setting, servant leaders treat every employee as they would treat themselves (Saleem et al., 2020).
Building a community of care is especially critical when addressing significant societal challenges that affect individual communities and lack external support (Ramirez, 2022). According to Saleem et al., one must allow followers to identify with a value that is greater than themselves. That kind of autonomy is liberating for everyone. When one desires a community, a safe space, and a place to express individuality, servant leaders are at the beginning of that change (Saleem et al., 2020). Because of this, individuals are inspired to be that change themselves. According to Gia et al., some leaders may “feel a deep desire to serve or are strongly motivated to lead others” (Gia et al., 2008). In short, one might feel that a higher calling is their driving force (Gia et al., 2008).
This highlights the intrinsic motivation behind servant leadership, distinguishing it from other leadership styles that may perpetuate the typical patriarchal power structure of authority (Carbajal, 2018).
Furthermore, empirical studies show the impression of servant leadership on both leaders and followers. There is more than enough evidence to support the strength of servant leadership. An empirical study found that leaders with a high likelihood of agreeableness and low extraversion were more often seen as leaders who truly serve the public (Eva et al., 2019). As a result, humility is a key trait that every servant leader possesses (Canavesi & Minelli, 2021). After reviewing multiple studies, it is evident that this makes a significant difference in the workforce, regardless of hierarchical organization. Those who are exposed to a servant leader are also significantly more likely to enhance their self-determination, thereby becoming a positive influence on those around them (Yang et al., 2019). It is not just about being a leader and having power. It is about serving others and encapsulating the spirit that is charismatic enough to inspire and uplift those around them. A servant leader should have a thorough understanding of the organization’s purposes, complexities, and missions, which is often referred to as conceptualizing (Canavesi & Minelli, 2021). This ability gives servant leaders the critical thinking skills to tackle challenging obstacles, identify when something is wrong, and creatively address issues, all while aligning with the organization’s primary goals.
Conclusion
Servant leadership is a theory gaining popularity rapidly beyond the academic community. Servant leaders prioritize ethical behavior, bringing trust and integrity to the decisions that they make. These types of leaders focus on bonding others together by sharing authority and giving autonomy to everyone involved. Servant leaders continually ensure that their leadership benefits the greater good by placing a strong emphasis on creating community wealth. Servant leaders constantly strive for measurable success that aligns with the organization’s evolving goals.
According to Liden et al. (2014), servant leadership has an efficacious effect on followers’ in-role performance, bolstering their ability to carry out their assigned tasks with efficiency. The outcome is particularly favorable when academics pair servant-focused leaders with followers receptive to this style of leadership. Under such guidance, followers excelled in completing their job responsibilities and meeting expectations.
Servant leadership has a significant impact on organizational teams and their functioning. Hu and Liden (2011) state that it enhances group persuasiveness by fostering collective confidence among collaborators in their willingness to strive for improvement. Additionally, their research showed that servant leadership has a beneficial impact on team robustness by improving and clarifying group undertakings (Hu & Liden, 2011). When servant leadership is not available, the team’s potency ultimately declines, even if the goals or mission remain unchanged. While it is straightforward and easy to read objectives out loud, it is another thing to have leadership support that creates a strong team performance (Hu & Liden, 2011). Hu and Liden (2011) also found that servant leadership enhances team effectiveness by increasing members’ shared confidence in their ability to succeed as a workgroup. In Boyatzis et al.’s work (2006), research reveals that leaders have more depth while navigating the ostensibly negative aspects of leaders practicing with the “other impacts of coaching others’ development” (Boyatzis et al., 2006, p. 8).
Moreover, this might serve as an impetus for ensuring the sustainability of individuals, developing new leaders, and modeling effect-resonant relationships that contribute to the company’s sustainability (Seal et al., 2006). Without servant leadership, followers might become frustrated, ultimately hindering their ability to complete tasks effectively. The focus shifts from the leader’s persona to that of others (Saleem et al., 2020). This led to a concept of leadership where the leader serves others while simultaneously practicing listening, building consensus, and providing foresight (Saleem et al., 2020).
In conclusion, servant leadership is an old yet emerging transformative approach that not only fosters ethical behavior, empowerment, and community values but also promotes individual and team growth within organizations. Its key basis, on shared confidence, clarity, and proactive support, bolsters its ability to enhance team effectiveness and navigate through challenges that are difficult to ascertain in nature. By developing humility, authenticity, and a focus on the greater good through social capital, servant leaders inspire trust and resilience, creating a culture where employees can thrive (Geron-Newton, 2024). Ultimately, servant leadership proves to be a powerful model for harboring meaningful change, driving organizational success, and addressing the evolving needs of today’s diverse workforce.
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