Strive to be a servant-leader

“I really want to know what you think,” I say to a teacher who, by the look on her face, has never been asked to share her thoughts on the work she does. Uncomfortable silence followed by even more uncomfortable laughter fills the room as the educator searches for an answer. I say nothing, waiting for her to speak. As the principal and trained as a psychotherapist, I understand that silence, even when uncomfortable, offers one time to truly own one’s thinking.

“I guess I feel that students learn better when forced to stay in the academic struggle, when I don’t offer the answer, but ask the student to come up with the answer her or himself.”

“Is this truly what you believe?” I nudge.

“Yes; a student must own their work and I must ensure a student works hard to understand their learning,” she shares with confidence and a positively confident nod of her head.

“Wonderful!” I affirm. “Now we have a starting point for a conversation,” I acknowledge as we begin an hour conversation on our beliefs on teaching and learning.

Being the boss, the supervisor, the manager; being in-charge does not mean one makes the rules, then ensures rules are followed. Leadership is much more than that. Anyone can be the boss, but it takes special traits to be a great leader. A great leader accepts the servant role.

While servant-leadership is a timeless concept, the phrase servant-leadership was coined by Robert K. Greenleaf in “The Servant as Leader,” an essay that he first published in 1970. In that essay, Greenleaf said:

“The servant-leader is servant first. It 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 leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions. The leader-first and the servant-first are two extreme types. Between them there are shadings and blends that are part of the infinite variety of human nature.

“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 difficult to administer, is: Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And, what is the effect on the least privileged in society? Will they benefit or at least not be further deprived?“

A servant-leader focuses primarily on the growth and well-being of people and the communities to which they belong. While traditional leadership generally involves the accumulation and exercise of power by one at the top of the pyramid, servant-leadership is different. The servant-leader shares power, puts the needs of others first and helps people develop and perform as highly as possible.

An organization where all members have a voice, feel valued and honored in their work, is an organization where knowledge and thought gains respect. If one feels he or she is part of the institutional development, one feels a strong desire to support the organization. After all, the employee created the organization through his or her ability and opportunity to offer input and ideas while making systemic changes when necessary.

A servant-leader will make necessary decisions when the need demands, but will always consider the emotional, psychological and physical health of all involved while making the decision. When considering the termination or reprimand of an employee, the servant-leader asks, “Is this employee jeopardizing the health of the organization?” When considering budgetary issues, policy issues or procedural changes, a servant-leader looks at the effect his or her decision will have on all shareholders and involves said shareholders in the decision-making process. A servant-leader is thoughtful, well-researched, approachable, has integrity and is accessible. This is the leader I strive to become and the leader I wish to work for.

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Send comments or other suggestions to William Rutherford at [email protected] or visit pensiveparenting.com.