The Servant Leader

Servant Leadership is more than a concept. As far as I am concerned, it is affect. I would simply
define it by saying that any great leader, by which I also mean an ethical leader of any group,
will see herself or himself primarily as a servant of that group and will act accordingly. M. Scott
Peck, in his book The Road Less Traveled.

Servant Leadership represents a philosophy in which leaders focus on increased service to others
rather than on increasing their own power. The goal is to enhance the growth of individuals in
the organization and increase teamwork and personal involvement. The best test of the Servant
Leadership philosophy is whether or not those served by the organization and the organization’s
staff grow as persons.56 In other words, servant leaders are givers, not takers.

Service is the rent we pay for the privilege of living on this earth.
N. Eldon Tanner.

Scholars generally agree that the following behaviors are central to the
development of a servant-leader:

Listening: Leaders have traditionally been valued for their communication and decision-
making skills. While these are also important skills for the servant-leader, they need to be
reinforced by a deep commitment to listening intently to others. The servant leader
particularly needs to pay attention to what remains unspoken in the management setting.
Listening, coupled with regular periods of reflection, is essential to the growth of the
servant-leader.
Empathy: Servant-leaders try to empathize with and understand others’ feelings and
emotion. It is assumed that an individual has good intentions even when he or she
performs poorly. Workers may be considered not only as employees, but also as people
who need respect and appreciation for their personal development.
Healing Servant-leaders strive to make themselves and others whole in the face of failure
or suffering. A servant leader tries to help people solve their problems and conflicts in
relationships, because he or she wants to encourage and support the personal
development of each individual.
Awareness Servant-leaders are very self-aware of their strengths and limitations. They
have the ability to view situations from a more integrated, holistic position. As a result,
they gain a better understanding about organizational ethics and values.
Persuasion Servant-leaders rely more on persuasion than positional authority when
making decisions and trying to influence others. They do not take advantage of their
power and status by coercing compliance; instead, they try to convince those they
manage. The servant-leader is therefore effective at building consensus within groups.
Conceptualization Servant-leaders seek to nurture their abilities to “dream great dreams.”
Servant-leaders take the time and effort to develop a desirable vision of the future. They
seek an appropriate balance between a short-term, day-to-day focus and a long-term
positive direction. That means they have the ability to see beyond the current activities of
the operating organization and can focus on long term goals.
Foresight: Foresight is the ability to anticipate the likely outcome of a course of action
or a situation. The servant leader is able to learn from the past to achieve a better
understanding about the current reality. This foresight also enables the servant leader to
identify consequences about the future, a characteristic closely related to
conceptualization.
Stewardship Servant-leaders assume that they are stewards of the people and resources
they manage. Servant leadership is seen as an obligation to help and serve others.
Openness and persuasion are considered more important than control.
Commitment to the growth of people Servant-leaders are committed to people beyond
their immediate work role. Servant leaders are convinced that people have an intrinsic
value beyond their contributions as workers. They commit to fostering an environment
that encourages the personal and professional growth of their follower and employees.
The servant-leader will also encourage the ideas of everyone and involve workers in
decision-making. Servant-leaders believe that their role is to help other people achieve
their goals.
Building Community Servant-leaders strive to create a sense of community both within
and outside the work organization.
 The highest destiny of the individual is to serve rather than to
rule.

Albert Einstein.

Transformational Leadership

Clearly the leader who commands compelling causes has an extraordinary potential influence
over followers. James MacGregor Burns.

In the 1970s and 1980s, researchers such as J. M. Burns and B. M. Bass defined the concept of
transformational leadership. Transformational leadership grows out of the assumption that
people will follow a leader who inspires and motivates them.

In this leadership style, the leader motivates and inspires by developing a compelling vision,
selling that vision, and focusing on developing relationships with followers as a teacher, mentor,
and coach. Although the charismatic leader and the transformational leader can have many
similarities, their main difference is in their basic focus. Whereas the transformational leader has
a basic focus on transforming the organization and, quite possibly, their followers, the
charismatic leader may not want to change anything except to improve on his or her popularity.
Those leaders who are not charismatic extroverts are more likely to take a team approach to
solving problems in the organization and to let talented members loose the reins.

A transformational leader is the result of significant and continuous learning and relationship
building. He or she engages subordinates by spending a great deal of time building trust and
demonstrating a high level of personal integrity. The ultimate goal is to “transform” the goals,
vision, and sense of purpose of the followers, molding them into a cohesive team. This
leadership style tends to help motivate followers to be loyal and dedicated workers, with the goal
also of helping every member of the group be successful.

Let him that would move the world, first move himself. Socrates
This type or style of leadership often focuses on the “big picture” and on concern for people and
their individual needs. Four main components (the four “I’s”) the transformational leader strives
to achieve are:

Idealized Influence -- A transformational leader’s behavior becomes a role model for employees
through exemplary behavior that instills pride and trust among followers. Because followers trust
and respect the leader, they try to emulate this individual and personally adopt his or her ideals.

Inspirational Motivation -- A transformational leader usually has a sense of team spirit,

enthusiasm, passion, and optimism. This type of leader helps employees dedicate themselves to
the organization’s vision. Certainly, leaders can’t motivate followers, but they can provide an
inspiration for achievement.

Intellectual Stimulation -- A transformational leader must question old assumptions, cast

existing problems in a new light, encourage creativity and innovation, and look at more effective
ways to make decisions. In this leadership style, a leader solicits ideas, and nurtures and develops
people who think independently and who value learning.

Individualized Consideration -- A transformational leader pays attention to the needs of

individuals, and seeks to develop followers by supporting, mentoring, and coaching employees
to reach their full potential. A concern exists to keep lines of communication open so that
followers feel free to share ideas in this supportive environment. This type of leader also makes a
strong effort to recognize followers for their unique contributions.

Exercise 5: A Feedback Activity on Trust76

Instructions: This trust inventory allows you to examine your
current
feelings toward other members of your organization. Completing
this
inventory lets you examine unexpressed feelings of trust or
distrust
within your organization and helps you clarify the reasons for
those
feelings. It may also help you to increase your own feelings of
trust
within the organization and promote greater self-disclosure and
risktaking. Assessing these feelings can provide a basis for
subsequent
assessment of your trust levels in any organization.
1. Complete all the following questions. You may want to share
with
colleagues any of your answers after completing this inventory.
a. How did you feel as you joined this organization?
b. How do you feel about this organization and your place in it
right now?
c. Which person in this organization do you feel the most
positive about right now? Describe what makes you feel
good about that person.
d. Toward whom in this organization do you react most
negatively right now? Describe what that person does that
produces this negative feeling.

e. What prevents you from being more open and honest in this
organization?
f. Which person in this organization do you perceive as feeling
the most positive toward you right now? Why do you feel
that this person feels positive about you?
g. Which person in this organization do you perceive as feeling
the most negative about you right now? Why do you feel
that this person is having negative feelings toward you?
2. Rate each of your organization members on a 5-point scale
according to how much trust you feel toward him or her. Use “1”
to
indicate “very little” and “5” to indicate “very much.”
Name Rating
a.___________________________ _____
b.___________________________ _____
c.___________________________ _____
d.___________________________ _____
Etc.
Total Score ________
Total Score Average Score = (Total Score/N) _____
3. For those individuals to whom you have given low trust ratings,
list
several ways in which:
a. You can change your behavior to increase your feelings of
trust toward them.
b. They might behave to allow you to feel more trust toward
them

Exercise 6: Conditions that Lead to Conflict or Trust 77

Instructions: This activity is designed to help you locate the
conditions in any organization that help or hinder the growth of
trust,
and identify those conditions that apply to your specific
organization.
By completing this activity, you should be able to assess the trust
level in your organization and help bring about a higher level of
trusting others and cooperating more fully in organizational
tasks.. This activity is most productive when done by the reader
while
working with a small group of coworkers.
1. Make a list of all of the conditions in any organization that lead
to high levels of creativity, individuality, and trust.
2. Make a list of all the conditions in any organization that
minimize trust and that lead to greater dependency.
3. Underline those statements in each of the above lists that
describe conditions that presently exist in your own
organization.
4. Analyze your two personalized lists:
a. Identify the conditions contributing to conflict in your
workplace.
b. Identify those conditions in your organization essential to
a culture of trust.
c. List any insights into your own work and/or organization
that you have gained.

Exercise: A Self-Reflection Assessment

The following Leadership Self-Assessment is a series of statements and reflective questions that offer
insight into your leadership style to help you identify your strengths and opportunities for growth.
Instructions: Rate yourself on a scale of 1 (Rarely), 2 (Sometimes) or 3 (Almost Always) on the
following statements.
1. In a discussion, I can see areas of agreement among differing 1 2 3
opinions.
2. I lead by example, not just by words. 1 2 3
3. I notice good work and I give staff or those I am working with 1 2 3
positive feedback.
4. I recognize the value of humor in the workplace. 1 2 3
I have a vision of where the organization or project I lead is going 3
5. 1 2
and can communicate it to others.
When something is not going right for one of my staff members or 3
6. someone I am working with, I take the time to help them think it 1 2
through and develop an approach to solving it.
I am comfortable telling others when I don't know the answer to a 3
7. 1 2
particular question.
8. I make sure we celebrate as a team when we meet milestones. 1 2 3
I have ways of handling the pressures of my position that allow me 3
9. 1 2
to think and strategize even in the midst of crisis.
I focus the work of the organization/project I lead around the clients 3
10. 1 2
and customers we serve.
I make sure people know that it is safe to share their opinions and to 3
11. 1 2
say what they really think and feel.
I encourage people to let me know what they need in order to work 3
12. 1 2
well, and, whenever possible, ensure that they get it.
I gather input from others and involve staff in decision-making. I 3
13. 1 2
share decision-making whenever appropriate.
14. I make opportunities to stay current about issues in my field. 1 2 3
15. I think before I act. 1 2 3
 16. I meet regularly with the staff who report to me. 1 2 3
17. I solicit feedback from my staff about my own performance. 1 2 3
18. I have a mentor or coach in the organization. 1 2 3
I balance multiple tasks and prioritize when faced with limited time 3
19. 1 2
and/or resources.
I keep a mental record of every commitment that I make and follow 3
20. 1 2
through on my promises.
I ask a lot of questions to gain a better understanding of a problem 3
21. 1 2
in our organization.
I view my successes with both pride and humility, ensuring that 3
22. 1 2
those who aided me are given appropriate credit.
I make every effort to determine the needs, expectations, and wants 3
23. 1 2
of others within the organization.
I find a way to get important things done, and will make personal 3
24. 1 2
sacrifices to accomplish organizational goals.
I have a thorough understanding of my own emotions and feelings, 3
25. 1 2
and how they impact the situation at hand.
I take into account the potential implications of a decision on those 3
26. 1 2
being affected before moving forward.
I tend to act decisively, with an enthusiasm for making things 3
27. 1 2
happen.
I try to recognize and consider the emotions and feelings of others 3
28. 1 2
before taking action.
I generally demonstrate boldness in striving for ambitious goals 3
29. 1 2
rather than settling for the safety of readily achievable results.
I act receptive to the new ideas of others and try to improve or 3
30. 1 2
enhance them in a non threatening manner.

Understanding Your Responses: If your responses were mostly

Ones:
Reflective supervision may be new to you or your organization. Consider attending an external
training session on effective organizational behavior. You also may wish to do some independent
reading on reflective supervision.

Twos:
Reflective supervision is not entirely new to you, but you may be hesitant to fully implement it in
practice. Beginning with the areas you marked as “ones,” works with your supervisor to identify
experiences that will help you build your skills and use them with confidence. Consider
attending workshops or conferences on the subject.

Threes:
You are comfortable using reflective supervision with your staff and have integrated many facets
of this approach into your daily work. You can expand your knowledge and continue growing by
identifying your next challenges, for example: develop your own training session on reflective
supervision, mentor a colleague, and continue to take external classes and conferences.

Exercise 27: Leadership Self Assessment

Read each of the characteristics below and their descriptions. On a scale of 1 to 10, rate the
degree to which you believe you possess that characteristic. Save this worksheet so you can try it
again in a few months and see if you have changed!

How Much of a Leader Are You?

Quality Description Range
(low……....…high)
Drive the will to push hard toward a goal 1 2 3 4 5 6 7 8 9 10
Perseverance ability to stick to a task or goal 1 2 3 4 5 6 7 8 9 10
Risk-taking willingness to take chances 1 2 3 4 5 6 7 8 9 10
Organization ability to keep one’s life and work in order 1 2 3 4 5 6 7 8 9 10
Confidence having faith in oneself 1 2 3 4 5 6 7 8 9 10
Persuasiveness ability to convince others 1 2 3 4 5 6 7 8 9 10
Honesty willingness to tell the truth, always 1 2 3 4 5 6 7 8 9 10
Competitiveness eagerness to win, to succeed 1 2 3 4 5 6 7 8 9 10
Adaptability ability to cope with new situations 1 2 3 4 5 6 7 8 9 10
Understanding ability to feel for others 1 2 3 4 5 6 7 8 9 10
Discipline self-control 1 2 3 4 5 6 7 8 9 10
Vision ability to keep one’s goals in mind, to focus 1 2 3 4 5 6 7 8 9 10
Total Score______________
Figure: The Contrast between “Boss” Leadership and
Enabler Leadership261
“Boss” Leadership Enabler Leadership
A leader’s goal is to be served A leader’s goal is to help others grow
Interested primarily in the leader’s image and advancement. Seeks to enable subordinates to advance to their fullest
Self-preservation and personal image is at the forefront of most potential by downplaying self and praising others. The
decisions team or organization and all its members are considered
and promoted before self.
Entitlement of the position is more important than its Responsibilities are more important than the perks
responsibilities. of positional entitlement.
Co-workers are seen and treated as inferiors and not usually Co-workers are treated with respect as part of a
invited to participate in decision making or offered important team who work together to accomplish a task and
information. make decisions with shared information.
Easily accessible to only closest allies. Often seen interacting with others and maintains
an open door atmosphere.
Creates an atmosphere of dependence using power of position Creates an atmosphere in which others see their
to influence. potential being encouraged and developed and
power is used to help others grow.
Wants others to first listen to the leader. Wants to listen to people before making a decision.
Seeks first to be understood rather than to understand. Seeks first to understand, then be understood.
Condemns others for mistakes and reluctantly Values individual workers and learns from mistakes
accepts responsibility as a sign of weakness. while offering praise to others for taking risks.
Rejects constructive criticism and takes the credit Encourages input and feedback, and shares credit
for accomplishments. for the results. Process is as important as
accomplishments.
Does not train others to function effectively. Equips and invests in others with a view to their
advancement.
Followership is based on personality. Followership is based on character.
Expediency is the main criteria in making decisions in secret. Principles are the main criteria for making openly
arrived at decisions.
Uses intimidation to silence critics. Defensive in nature. Welcomes open discussion on improvement.
Openness to learning from anyone.
Wins support for ideas through deception, power Wins support for ideas through logic and
plays, or manipulation. People respond out of fear. persuasion. People respond out of respect and a
sense of it being right.
Promote those who follow without questioning or are pliable. Promote those who are contributing to the success
of the organization.
Authority is based on external controls in the form of rules, Authority is based on influence from within through
restrictions, and regulations maintained by fear of punishment. encouragement, inspiration, motivation, and persuasion.
Accountable only to superiors. Shuns personal Accountable to the entire organization. Welcomes
evaluations as interference. personal evaluations as a means to improve performance.
Clings to power and position. Is willing to step aside for someone more qualified.
Little interest in developing competent successors. Leadership development is a high priority in helping
others to grow.
SESSION
OBJECTIVE
S

SESSION This session consists of three activities:

SET UP
Activity Title Method Time
Activity1 Transformational leadership Individual exercise
Activity 2 Servant leadership Individual exercise
Activity 3 Islamic Leadership Group exercise
Evaluation
Learning Goal At the end of this session the participant are able to
Knowledge
Skill
Attitude
Materials Handout
Flipchart
paper and
marker
Session: Leadership style in public service

ACTIVITY 1 Start the session with a short recap of

what was previously completed
and indicate briefly what this session
will be about.
What are leadership styles and
What is Transformational leadership style
Ask the participants to share in their own
words their expression on leadership style
and transformational leadership
• Ask two (2) volunteers to stand in front
of the classroom and share their view
• Thank the volunteers for their help.
• Explain to the participants your
definition of
• Ask the participants what their thoughts
are on the definition shared.

ACTIVITY 2 Servant leadership

Divide participants into groups of 4 or 5.
• Explain to participants that typically
images of conflict reflect
negative experiences and views. But
conflict can be positive and
may be described as a “window” or an
opportunity. From your
knowledge and experience please discuss
and then together as a
group prepare a list comprising of the
potential positive outcomes
of CONFLICT

ACTIVITY 3 Islamic leadership

Divide the participants in groups of 4 or 5

and ask them to discuss
conflict management styles.
 • Tell the participants that in their groups
they must identify a
presenter and a scribe.
• Ask participants to present on the
different conflict management
styles. Give handout to participants
(Handout C)
• Explain to the participants the
importance of knowing the different
conflict management styles.
• What type of animal are you? Encourage
participants to have a
discussion on this.
• Tell participants to ask trusted family
members and friends what
animal they think they are? Encourage
participants to provide
feedback to the group on responses by
family members and friends.
• Encourage participants to engage in new
activities or take on new
challenges that will allow them to handle
conflict better.

EVALUATION Evaluation and reflection

To conclude, say: “In session 5- Conflict

management, you learnt the
definition of conflict management, conflict
management styles and
techniques to better manage conflicts”.
• Tell the participants that as their
facilitator you are also willing to
answer their questions.
• Ask the participants to answer the
questions: What did you learn about
yourself through these exercises? How can
you better manage conflict?
• Ask the participants to think about a
situation at home that could be
difficult for them and to use conflict
management to overcome the
situation.