Running head: THE WHAT, HOW

The What, How, and Why of Servant Leadership

MBA 5420 Leadership and Innovation
South College
Andrew Turner
06/04/2016

THE WHAT, HOW

Abstract
Servant leadership is a leadership style that focuses on the needs of the subordinates under a
manager which practices this leadership styles methods. Servant leadership can be broken down
into seven key areas emotional healing, creating value for the community, conceptual skills,
empowering, helping subordinates grow and succeed, putting subordinates first, and behaving
ethically. One of the main focuses of servant leadership is trust building and practicing ethical
management practices. Without creating a culture based on ethics and trust servant leadership
tends to fail. Servant leadership, is not of course, without its own set of strengths and weaknesses
that need to be considered. Self-control, maturity, and honesty are mandatory for a manager to
successfully apply the many faceted approaches that servant leadership provides to those who
wish to use it.

THE WHAT, HOW

The What, How, And Why of Servant Leadership

Servant leadership, as a concept, has been around since the time of antiquity in one form
or another in many of the major world religions/ancient cultures (Liao, Liden, Meuser, & Wayne,
2014). Servant leadership was touched on by such individuals as Jesus Christ, Gautama Buddha,
and Confucius (Liao et. al, 2014). Servant leadership differs from many other leadership
strategies inasmuch as the goal is leadership through service or the leader should be like a
servant. Managers are then put in the place of a key support role in order to clear away any
roadblocks that prevent their employees from doing their tasks, developing cross trained skilled
labor through empowerment, and creating an atmosphere of trust/integrity that encourages
collaboration versus hostile competition/internecine squabbles. Servant leadership has the
possibility of creating an environment where both individual and collective goals can be met.
Servant leadership strategy acknowledges and utilizes the premise that managers who
excel at motivating their subordinates are managers that focus the least on satisfying their own
personal needs and focus more on satisfying their subordinates needs (Liao et. al, 2014).
Managers who tend to be more concerned about others than themselves usually are humble and
that humbleness engenders strong relationships with their subordinates (Liao et. al, 2014).
Moreover, the managers humbleness encourages his/her direct charges to become fully engaged
and immersed in their work (Liao et. al, 2014). The main focus of the servant leadership strategy
is a focus on leadership behaviors that create an atmosphere that allows managers and
subordinates to self-actualize and realize their full potential (Liao et. al, 2014). Servant
leadership is representative of a positive approach to organizational behavior in which the
application of positively oriented human resource strengths and psychological capacities can be
measured (Liao et. al, 2014). Through measuring these capabilities, they can be developed and

THE WHAT, HOW

effectively managed for performance improvement in contemporary workplace (Liao et. al,
2014). To further define what servant leadership strategy is, servant leadership consists of seven
dimensions which include the following: emotional healing, creating value for the community,
conceptual skills, empowering, helping subordinates grow and succeed, putting subordinates
first, and behaving ethically (Liao et. al, 2014).
Emotional healing comes from a managers understanding and his/her ability to properly
apply emotional intelligence (Barbuto Jr., Gottfredson, & Searle, 2014). By definition, emotional
intelligence is the awareness/ability to monitor ones own emotions and the emotions of others
(Barbuto Jr. et. al., 2014). Managers can use their observations to help guide the actions of
themselves and their subordinates (Barbuto Jr. et. al., 2014). Emotional intelligence as a
management concept is not a new notion considering it has been identified and studied as an
antecedent to various leadership types but its definitely relevant to servant leadership (Barbuto
Jr. et. al., 2014). By definition servant leadership is other oriented and encourages management
be sensitive to others feelings, beliefs, and internal states (Barbuto Jr. et. al., 2014). Furthermore,
emotional intelligence is considered to contain both trait like and skill like qualities which makes
its exceedingly helpful for the selection, training, and development of new managers (Barbuto Jr.
et. al., 2014). This knowledge not only allows for a deeper connection between management and
their employees but it increases job satisfaction and job productivity (Barbuto Jr. et. al., 2014).
This dynamic is achieved by building relationship networks and encouraging internal motivation
(a passion for work that goes beyond money or position) which can help ensure better outcomes
for all involved (Barbuto Jr. et. al., 2014).
The value creation for the community stems from the trust the manager cultivates from
his subordinates through his/her support in empowerment of his/her subordinates (Liden,

THE WHAT, HOW

Henderson, Wayne, & Zhao, 2008). The theme of serving others extends throughout the
workplace and creates a sense of community (Liden et. al., 2008). This dynamic even extends
into the managers private life and the private lives of his/her employees (Liden et. al., 2008). As
an added benefit of servant leadership, servant leadership has the ability to instill in subordinates
self-confidence and desire to become servant leaders themselves (Liden et. al., 2008). It is
through these relationships between management and the employees that the critical support
systems are put in place which allow employees to fulfill their potential and become selfmotivated (Liden et. al., 2008). A servant leadership practicing manager can further nurture selfefficacy, self-motivation, and community involvement through their support regimes (Liden et.
al., 2008). Both the trust that the manager has earned and the ability to self-efficacy created by
the manager can cause a marked increase in employee commitment to organizational values and
goals (Liden et. al., 2008).
The two main major concepts for servant leadership to work as intended are based on the
premise of prioritization of subordinates and ethical behavior (Bande, Jaramillo, & Varcla, 2014).
Both of these concepts are practiced and reinforced through the managers role modeling of these
particular concepts (Bande et. al., 2014). Moreover, it is through the servant leadership behaviors
exhibited by managements that fact employees perceptions of the manager and the company
(Bande et. al., 2014). It also determines what impact servant leadership has on all affected
employees and how it affects overall performance (Bande et. al., 2014). These concepts than feed
into how effective servant leadership is in the realm of management control and effective
management (Bande et. al., 2014). The concepts then come full circle back to the question of
trust and how servant leadership has influenced employees perceptions of management and how
much the employees trust management (Bande et. al., 2014). It is through the mastery of these

THE WHAT, HOW

concepts that servant leadership can function as intended within the organization (Bande et. al.,
2014).
Both these concepts lead to empowerment for the managers subordinates (Dierendonck,
& Nuijten, 2011). Empowerment by definition is a motivational concept that predominantly
focuses on enabling and encouraging personal growth and development (Dierendonck, &
Nuijten, 2011). A servant leadership minded manager seeks to utilize empowerment to help
foster a proactive, self-confident attitude among subordinates which gives them a sense of power
and can-do spirit (Dierendonck, & Nuijten, 2011). Empowering leadership behavior makes
possible for employees to engage in self-directed decision-making, information sharing, and
coaching for innovative performances (Dierendonck, & Nuijten, 2011). A key driver for
empowerment is that the manager that practices servant leadership believes in the intrinsic value
of each individual is the paramount issue in regards to empowering employees; it is really all
about the manager recognizing each employees inherent worth, acknowledging their skills and
talents, and putting in place support programs to aid in the realization of each employees
abilities (Dierendonck, & Nuijten, 2011). In servant leadership, the ultimate goal is to have
happy, confident, competent, and self-directed employees that can accomplish any task given to
them (Dierendonck, & Nuijten, 2011).
Servant leadership also can help guarantee, to a degree, better outcomes in dealing with
customers (Chonko, Grisaffe, & VanMeter, 2016). For example, sales management researchers
have proposed leadership approaches that may facilitate higher levels of positive outcomes for
salespeople (Chonko et. al., 2016). Servant leadership has been viewed in sales literature as a
departure from the usual fare of transformational leadership versus transactional leadership
(Chonko et. al., 2016). The benefit of servant leadership allows for salespeople to improve and

THE WHAT, HOW

grow their interpersonal skills to be able to create a personal connection, with the customers they
serve, based on honesty and trust (Chonko et. al., 2016). Since the emphasis is put on creating a
positive outcome for the customer, then the salesperson who utilizes servant leadership will have
generate higher sales revenue and have happier customers (Chonko et. al., 2016). Through the
successful use of servant leadership, new opportunities that hitherto did not exist will be
available for both manager and salespersons alike (Chonko et. al., 2016). It is the
institutionalization of honesty and goodwill that will not only help the salesperson in their own
personal endeavors of making sales but also create positive outcome in their private lives due to
the consideration for others (Chonko et. al., 2016).
Servant leaderships real success in the battle to reduce employee turnover has to do with
putting the employee first (Sokoll, 2014). It is through the managers commitment to the
employees that creates a level of commitment from the employee back to his/her manager and by
proxy the company (Sokoll, 2014). Timing also plays a major role in helping employees with the
right support at the right time goes a long way in winning over employees loyalty (Sokoll,
2014). It is through these relationship oriented behaviors that companies not only retain skilled
labor but can use it as a means of gaining the labor advantage over opponents by stealing away
good employees from them (Sokoll, 2014). A servant leadership minded manager always looks
to increase the competencies of the subordinates under him/her through cross training, the
delegation of new responsibilities to competent employees, and other opportunities that would
help develop subordinates in the furthering of his/her career (Sokoll, 2014). Consideration is the
name of the game, managers that exhibits higher levels of consideration of their subordinates
through support and enrichment opportunities retained more of their subordinates; also, the

THE WHAT, HOW

manager also experienced a lower voluntary turnover rate among his/her subordinates (Sokoll,
2014).
All of these considerations are important in measuring the possible beneficial impact that
servant leadership can provide for managers at practice it and the overall benefits for the
organization can all come to naught if there is not ethical behavior from management. It is the
leadership style is extremely important because it determines both the direction and tone for how
management interacts with its employees and how the employees in turn interact with the
customers (Schultz and Schwepker, 2014). Thus, the ethical climate of a company is the rudder
by which it navigates the numerous interpersonal interactions that happen on a daily basis and is
the means of relaying what they companys expectations are regards to correct behaviors from
both management and employee (Schultz and Schwepker, 2014). It is in these settings that
servant leadership appears to be an appropriate method for directing the pursuit of customer
value creation in a positive and relational way (Schultz and Schwepker, 2014). Service is the
watchword for any manager that wishes to utilize servant leadership for is in that word service
that a manager can win the sales battle for customer dollars (Schultz and Schwepker, 2014).
Yet, ethics is more than just creating a compelling value proposition for customers is also
the means to which employees can surpass their goals, increased task effectiveness, community
stewardship, self-motivation, and future leadership capabilities (Schultz and Schwepker, 2014).
It is ultimately leadership through example, as the manager is ethical so too will the employees
be in like kind (Schultz and Schwepker, 2014). Servant leadership creates mutual respect
between managements and the companys employees this response is then transferred over into
all external interactions with both stakeholders and shareholders of the company (Schultz and
Schwepker, 2014). This respect can be further engendered through a managers psychological

THE WHAT, HOW

support and friendliness by listing to employee feedback, incorporating their suggestions in

decision-making, collaborating, and providing proper resources/support (Schultz and Schwepker,
2014). It is through those activities a manager can model the desired traits and concepts he/she
want her subordinates to demonstrate in regards to the companys core ethical values (Schultz
and Schwepker, 2014). When employees demonstrate a companys core ethical values such as
justice, fairness, respect, care, and responsibility, customers see that and reciprocate by buying
more of the companys goods or services (Schultz and Schwepker, 2014).
As of any strategy, the leadership strategy only is as effective as the leaders who are
implementing the strategy and as with any organization those who are on the top direct the
eventual outcomes of that organization. It is the co-mingling of aspirations and goals that not
only give the organization direction but a reason why a particular direction is advantageous for
the organization (Bradley, Colbert, & Kristof-Brown, 2008). The only way that can happen
(comingling of aspirations and goals) in an effective way is the executive level has to be more
effective in communicating organizational goals (Bradley et. al., 2008). There is also an
important congruence between CEOs and vice presidents with the CEOs leadership is related to
the vice presidents attitudes and performance (Bradley et. al., 2008). The way to ensure a
positive outcome is that the CEO defines the strategic goals for the organization, and with the
help of the vice presidents, realign the organizations efforts to match up with those goals
(Bradley et. al., 2008).
It is through information driven transparency that the executive level gains a better
understanding of various stakeholder groups thus making their decisions much more accurate
and advantageous to the organization (Bennis, 2013). Having this knowledge is helpful to any
employee of the organization but it is really helpful for those who are in leadership positions to

THE WHAT, HOW

10

know these things in order to make more profitable decisions (Bennis, 2013). Transparency is
only as effective as the companys leadership allows it to be (Bennis, 2013). The executive level
has to be aware of this dynamic otherwise an issue can get away from the companys leadership
and the company can pay dearly for its executives misstep in handling the situation (Bennis,
2013). Likewise, if a companys leadership (any level of management) does not understand how
the digital world functions and its core mechanisms, their competitors could steal the
comparative advantage away (Bennis, 2013). The results could reverberate throughout the
companys sphere of influence, negatively impacting its relationship with its customers,
employees, partners, or even its whole supply chain (Bennis, 2013). In this regard, leadership
and direction from the executive level is mandatory in order to safely navigate the uncertain
nature of the digital world and create new opportunities/comparative advantages to gain the
upper hand over their direct competitors (Bennis, 2013).
Another area where solid, prudent leadership benefits and organization is the appropriate
allocation and utilization of human resources (Louch, 2014). Workforce planning is the name of
the game and the proper or improper application of human resources could mean the difference
between success or failure on a given project (Louch, 2014). Is important to take in account of
important factors in order to have the appropriate workforce management scheme in place
(Louch, 2014). The timeframe required for successful plan to be implemented tends to be longer
than the short-term determinations of many managers (Louch, 2014). Likewise, if the executive
levels not careful, it can cause the organization to experience a breach in data integrity causing
the use of improper or faulty information to be used to base important decisions on (Louch,
2014). This corruption of necessary information can cause managers to make poor/costly
mistakes and bring ignominy to themselves and the company (Louch, 2014).

THE WHAT, HOW

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It is all about the details, is within those details that enable the appropriate application of
skilled labor across all of the companys current enterprises (Louch, 2014). If the executive level
has a hard time settling on the appropriate level/amount of specificity in regards to the
companys workforce planning, the company could lose out on revenue due to unforeseen costs
created through lack of detail and clarity (Louch, 2014). In that regard, the notion of job
taxonomy, or the ability to distinguish one type of job from the next, is a significant part of the
detail work of workforce planning (Louch, 2014). By doing this, management can distinguish
one job for the next and be able to clearly staff for the current project without inadvertently
stacking the depth chart with redundant skill sets or omit critical/necessary skill sets from the
current project (Louch, 2014). Leadership than can mitigate much the possible pitfalls in regards
to the details of the companys workforce planning through the planning of high-level job
categories (Louch, 2014). The leadership of the company also needs to keep in mind that
traditional forecasting methods, while can be helpful in in determining the possible outcomes of
a given project, tend to create forecasts maybe be an impediment to reaching the desired outcome
the organization is looking for (Louch, 2014).
Even with all those considerations taken in account, it is the competency of those who are
in leadership positions that is responsible for driving organization in every area towards quality
and excellence (Kanji, 2008). Can excellence be measured objectively? The answer to that
question is yes it can through the business excellence model which highlights the importance of
leadership to an organization (Kanji, 2008). The four interrelated areas that make up the role of
management include the following: leading, planning, controlling and organizing (Kanji, 2008).
These four items are directly affected by a given leaders particular personal traits (Kanji, 2008).
These in turn also affected how the leader behaved in regards to his/her leadership function and

THE WHAT, HOW

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the default leadership style (Kanji, 2008). It is all about which style is being utilized by the
manager in respects to the possible outcomes and the quality of those outcomes to any given
project (Kanji, 2008).
It is through the behavior exhibited by management and the commitment to quality
management that is essential for positive organizational outcomes (Kanji, 2008). Total quality
management further proves that people can create quality and it is through good leadership from
all levels of management that can sustain improvements in quality and encourage the
involvement of all individuals involved in the necessary day-to-day processes to constantly
improve quality (Kanji, 2008). The organizations leadership than can get employees involved in
the decision-making process and tends to derive a better understanding of the issues involved in
a particular project (Kanji, 2008). By doing so, employees and other levels of management are
more committed to the new course of action because they were involved in the decision-making
process (Kanji, 2008). Moreover, there is a natural harmony that develops where employees are
more collaborative versus being competitive due to the fact that they are working on mutually
agreed upon joint goals (Kanji, 2008). It is because when people make decisions together, it
creates a social bond/commitment to one another and increases the overall commitment to the
decision (Kanji, 2008). Plus, the fact that several people together tend to make better decisions
than one person alone because of extra level of scrutiny and fact checking that generally goes on
with extra people involved (Kanji, 2008).
Having all of these structural building blocks in order is important; however, if the
leadership of the organization does not have and effective vision for the organizations future
then it is directionless (Kanji, 2008). The first element of an effective vision is that it unites and
inspires people in the pursuit of both collective and individual goals (Kanji, 2008). An effective

THE WHAT, HOW

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vision focuses the organizations energies on the outcome of the organizations collective efforts
and is not solely based on the outcome of individual efforts (Kanji, 2008). When the leadership
of the organization inspires those outcomes out of their subordinates, it creates a positive attitude
that people can integrate into their own workspace (Kanji, 2008). An effective vision depicts a
whole concept, in its totality, to which the organizations employees can relate to and be a part of
through their feelings and attitudes (Kanji, 2008). Likewise, an effective vision meets the needs
of new, educated employees in a way that encourages them to make a profound individual
contribution the organizations efforts (Kanji, 2008).
Servant leadership can afford a manager the means to utilize all of the previous
mentioned positive features of effective leadership while creating an atmosphere of
independence, cooperation, and self-actualization for the organizations employees. However,
just like with any other leadership style, servant leadership also has its own strengths and
weaknesses that need to be considered. Strengths of servant leadership are as follows: valuing
people, humility, trust, caring, integrity, empowerment, and collaboration (Focht & Ponton,
2015). The first strength of servant leadership is that managers who practice this new style value
their subordinates as key providers of value and productivity (Focht & Ponton, 2015). A servant
leadership oriented manager sees that each one of his/her subordinates have intrinsic value and
have something to offer the organization that is uniquely theirs. The second strength for servant
leadership is humility, where a servant leadership oriented manager will give credit to his/her
subordinates and is willing to take any constructive criticism to heart and hear it out (Focht &
Ponton, 2015). This then creates the opportunity for a servant leadership oriented manager to
capitalize on that leaderships strength of creating trust between not only the employees and the

THE WHAT, HOW

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manager but also between themselves as well (Focht & Ponton, 2015). Without trust, and
organization will cease to function properly and could very well end up as a going concern.
The fourth strength of a servant leader is the fact that they care about their work and
about the organization for which they work (Focht & Ponton, 2015). Therefore, a servant leader
cares for his/her subordinates and shows concern for each member of the team and goes out of
the way to obliterate bottlenecks when possible (Focht & Ponton, 2015). A servant leader
validates all other traits through the fifth strength of integrity (Focht & Ponton, 2015). A servant
leader strives to be a manager of integrity that their employees can trust they will do what they
said they were going to do (Focht & Ponton, 2015). This dynamic can be seen through the
servant leaderships six strengths which gives servant leadership the ability to empower
employees and give them the ability to not only self-actualize but create extra value for the
organization (Focht & Ponton, 2015). When a manager treats his/her employees as an equal and
use their position to help streamline the process and allow their employees to finish her jobs
more efficiently, there is a natural sense of collaboration that occurs within the organization
(Focht & Ponton, 2015). It is not forced cooperation based on threats or other negative activity,
but naturally occurring, organic partnerships created between different working groups (Focht &
Ponton, 2015).
However, servant leadership is not without its own unique set of weaknesses. Servant
leader requires the cardinal virtues of humility, patience, and self-control which many younger
managers may not have (Haskett, 2013). Another weakness is that many of the managers peers
tend to be more focused on short-term results versus long-term goals and may make
collaboration more difficult than expected (Haskett, 2013). Another weakness of servant
leadership is that many organizations are antithetical/hostile to the notion of servant leadership

THE WHAT, HOW

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and any person who practices that leadership style may gate skipped over for promotions and
raises (Haskett, 2013). It is because those organizations tend to take for granted/advantage of
servant leaders and only pay attention to those individuals who grab a hold of their attention
(Haskett, 2013). Another downfall for servant leadership is that many people perceive servant
leadership as being weak and not decisive enough (Haskett, 2013). This opinion is definitely
very apparent for Theory X managers who believe that servant leadership is too weak to inspire
respect from their employees (Haskett, 2013).
In conclusion, servant leadership offers any organization with the foresight and wisdom
the means of creating/nurturing a management team with the ability get the best out of any group
of employees. With a true servant leader employee satisfaction is higher, employee turnover is
lower, and the availability of skilled labor is much broader due to increasing the competencies of
the organizations employees. Servant leadership is not without its own sets of risks, pitfalls, and
weaknesses. If an individual is not careful, they can completely undo what they have done
through being inconsistent and even worse: dishonest. For servant leadership to work, the
manager must be a trustworthy person and have a high level of self-control/integrity or otherwise
it just does not work. However, if the manager is a trustworthy person and has self-control and is
a person of integrity, he/she can create value for the organization that will last long after the
manager has left the organization.

THE WHAT, HOW

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