Servant Leadership: Leading the Way Through Servitude

Servant leadership is having the desire to not only lead, but to do so in an ethical manner. I am aware that this could mean a variety of things for many people, but to me, it means making decisions that will benefit those within the organization as well as the organization as a whole, and putting the wellbeing of the organization and its members before self. It also means taking the necessary measures to ensure proper growth of the organization and its members—whether it is through additional training at the expense of the organization, or simply taking time out of one’s day to ensure that organization members feel worthwhile.  Servant leadership has become more attractive in recent years because people are beginning to realize that while an organization can achieve success under a tyrannical leader, this success will be limited and short lived. The most successful organizations are comprised of content members. This can only be achieved through servant leadership.  

The primary problem with leadership is that some leaders have shown resistance to encouraging the growth of those around them. The desire for constituents’ success in and outside of the workplace, and longing for them to become competent leaders in society is a prime example of servitude while in a leadership role. 

Building Relationships with Constituents

In the stages to becoming a servant leader, one is first dependent, then becomes independent, and then ultimately becomes interdependent with his or her constituents and the organization as the leader strives to support others and the institution. The principle of interdependence is a critical aspect of servant leadership, because without this relationship, success will be stifled. In order to move into the final stage of interdependence, servant leaders must build a rapport, which then leads to building a strong relationship with their constituents, which is mutually beneficial for the company, the leader, and its constituents. In order to achieve this level of success, it is necessary for the leader to show the constituents that they are cared about outside of the success of the organization—as an individual.

Evaluating Servant Leadership

So the question is, “How does one determine success of servant leadership”? Although servant leadership is a foreign management philosophy for some leaders, as desired results are achieved, more and more people have accepted this type of leadership. Content, high-performing employees validate servant leadership. While this unconventional style of leadership is not accepted by everyone, results are measureable, and after continued success, the servant leadership style can become more accepted into ones particular work environment.

Managing Ethical Dilemmas

In the day-to-day operations of a business, all leaders are faced with ethical issues. Ethical issues range from determining which employees deserve promotions to more complex issues, such as serving a client with a potentially unethical request. Regardless of their complexity, all ethical issues that arise in the workplace should be carefully examined, and handled with care, as the determinations of these ethical issues can lead to the growth or demise of a company. 

Critical Thinking and Emotion

While some dismiss emotion when processing moral dilemmas, emotion is intrinsic to the ethical decision process. According to theorists Gaudine and Thorne, “Emotion is often a non-essential aspect to the ethical decision process that is best ignored, if not controlled, as it interferes with logical, rational ethical decision process…but emotions should not be ignored as irrational biases to a rational ethical decision process, but attention to ones emotions may result in a better ethical decision.” While the consideration of emotions is not the only necessary aspect of the critical thinking process when working through ethical problems in the workplace, including emotions in this process actually strengthens the cognitive analysis of ethical dilemmas.

Ethics, Credibility and Relationships

Ethically sound leadership is directly correlated to increased credibility and stronger relationships within organizations, as strong ethics result in increased credibility, which then builds lasting relationships with team members. Treating employees and situations in an ethical manner will help leaders gain credibility and build stronger relationships. Many theorists believe that “late stage” managers are actually more ethical than their less developed counterparts, and these late stage managers and entrepreneurs develop their own ethical systems based on the varying interactions and environmental changes, rather than holding steadfast to a particular way or formula for coping with workplace dilemmas. As managers move through developmental stages and become more ethical, the community is strengthened, which can also be interpreted as the key component of unity within strong organizations.

As credibility is increased, the building of strong relationships naturally follows. Organizational leaders who are perceived to have a high level of credibility are admired and respected by their constituents. This increased credibility of leaders also makes the admiring constituents feel more worthy, and feel as though they are valued. This sense of being valued leads to increased loyalty and a strong relationship between leaders and their constituents. Therefore we can see how sound ethics leads to increased credibility, which leads to relationship building. Rather than acting as tyrant, ethical leaders create a collaborative environment and a feeling of being a part of a team for all members of the organization, regardless of rank or position. It is a continuous cycle. If one aspect is missing—ethical behavior, credibility or relationship—it will be very difficult for the other aspect to exist.