INTRODUCTION

Jesus Christ taught and exemplified a pattern of leadership that has now gained widespread
prominence and acceptance in the modern world. James and John asked Jesus if He would grant to
them the privilege of sitting on His right and left in positions of leadership in his kingdom. But Jesus
explained to them that their philosophy of leadership was not to be modelled after that of the
"Gentiles" and "great men" of the world: (Mk 10:42-44; Mt 20: 25-28).

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.”

Servant-leadership serves others by investing in their development and well-being to accomplish a

task or to think with creativity, vision, integrity and skill for the benefit of all concerned. Servant
leaders strengthen the weak and empower those entrusted to their care, and also show compassion
towards the disadvantaged and the lost (Eze. 34:2-10).

SERVANT-LEADERSHIP IN CHRIST’S WAY

Jesus explained to his followers that their practice of leadership was to be distinctly different than
the self-seeking, self-serving, and domineering style of leadership often found in the world:

"Whoever would be first among you must be servant of all".

 The one who rules, Jesus taught, should be like the one who serves (Lk 22:26). Greatness in
God's sight is not found in how many people serve the leader but rather in how faithfully the
leaders serves others.

“If I then, your Lord and Teacher, have washed your feet, you also ought to wash one another's
feet.” (John 13)

 Jesus' life of service originated from his loving relationship to God. Having the right attitude
is the fundamental key to servant-leadership. No one is fit to lead as a servant until that
person has given himself or herself to leadership that is greater than his or her own.
 In washing his disciples’ feet He did not diminish but rather enhanced his position and
influence as their teacher.
 Servant leadership is a way of life rooted in one’s character that translates values and
dispositions into behaviour that serves without seeking after external rewards. It often
requires giving up one’s rights and desires to serve God and others before and over self.
 The heart of servant-leadership is genuine care for others and their well-being, not in using
them for the leaders benefit or ignoring them because they do not fit naturally into the
leaders’ plans or vision.

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10 TRAITS OF A MODERN SERVANT-LEADER (according to Robert
Greenleaf)
1. Listening: Servant-leaders develop strong listening skills, seeking to identify and clarify the
will of the group by actively listening to verbal, non-verbal, and internal communications.
2. Empathy: Servant-leaders strive to understand and share the feelings of others, assuming
their good intentions and not rejecting them, even when forced to reject their behaviour or
performance.
3. Healing: Servant leaders prioritize the well-being of their followers, helping them to heal
from emotional or psychological wounds and creating a positive and supportive work
environment.
4. Awareness: Servant leaders are self-aware and attuned to their own strengths and
weaknesses, as well as the dynamics of the team and the organization as a whole.
5. Persuasion: Servant-leaders rely on persuasion rather than positional authority, seeking to
convince others rather than coerce compliance, and building consensus within groups.
6. Conceptualization: Servant leaders have a broad understanding of the organization and its
mission, and can envision new possibilities and strategies for achieving its objectives.
7. Foresight: Foresight involves the ability to foresee possible outcomes, learn from past
mistakes, understand the current reality, make impactful decisions rooted in intuitive
thinking, and develop contingency plans to perform effectively.
8. Stewardship: Servant-leaders are good stewards of the people and resources they manage,
seeking to improve the lives of team members who, in turn, improve the organization's
performance and the lives of others.
9. Commitment to the Growth of People: Servant-leaders are deeply committed to the
personal, professional, and spiritual growth of each individual within the organization,
helping them to achieve their full potential and contribute more effectively to the
organization.
10. Building Community: Servant leaders foster a sense of community among their followers,
creating a culture of collaboration, trust, and mutual respect.

SERVANT-LEADERSHIP IN PRACTICE
Servant-leadership is not weak leadership: Servant-leadership is not simply doing menial tasks
although servant-leaders are willing to do humble tasks while having a larger vision in mind. Servant-
leaders must first of all please God; they are not moved solely by the need to please others. (Gal
1:10) A serving attitude does not imply willingness to be abused by others or the toleration of
exploitation by the institution.

Servant-leadership requires teamwork: With a servant-leadership framework everyone is part of a

team working to the same end. People play different roles at different times, according to their
expertise and assignment, rather than being positioned by their rank or title. Titles are less
important than functions.

Servant-leadership and authority: Servant-leadership require accountable authorities with the

power to make the organization operational. Servant-leaders do not resist appropriate and godly
authority. Rather, they submit to it humbly, with a heart of service as unto the Lord.

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Servant-leadership and normal decision-making patterns: Servant-leadership does not view
decision making as the sole property of one person or even of a single team of administrators.
Instead, it adopts a consultative and relational approach in which leadership occurs among and
through many people who think and act together in the entire process.

Servant-leadership and difficult situations: Within the context of maintaining the integrity of the
community's core values and beliefs, good servant leaders need a flexible style for handling different
situations. Openness vs. confidentiality, suspending/modifying protocols, recommending correction
or imposing appropriate discipline are some of the actions required to navigate unique situations.

Servant-leadership and investing in others: Leaders facilitate and support. They make the
organization's objectives happen through the efforts of others. They invest in their followers so that
the latter reach their fullest potential in accomplishing the set mission. This approach leads to
greater understanding of and support for the eventual course of action. It also facilitates discovering
and developing prospective leaders.

Servant-leadership and the flow of process: Leaders serve and are accountable to those above them
while at the same time investing in those who serve below or with them. Process flows up and down
and across the organization in a way that captures the enthusiasm and loyalty of everyone. Servant-
leadership empower people to rise to levels that they could never reach on their own, all to God's
glory.

CASE STUDIES OF SERVANT-LEADERSHIP IN MODERN

ORGANIZATIONS
Southwest Airlines

Southwest Airlines is a popular case study of an organization that has successfully implemented the
principles of servant leadership. The airline's founder, Herb Kelleher, believed that putting
employees first would result in happy employees who would then provide exceptional customer
service, leading to satisfied customers and profitability.

Southwest Airlines has a unique culture that puts its employees at the forefront. The airline offers
competitive salaries, flexible schedules, and other benefits to ensure its employees are happy and
motivated. In turn, the employees provide excellent customer service, which resulted in a highly
engaged, low-turnover workforce and 35-plus consecutive years of profitability, an unheard-of
record in the turbulent airline industry. In 2021, Southwest Airlines was named the number one
airline in the United States by Forbes magazine, a testament to the success of its servant-leadership
culture.

Google

Google is a popular case study of a technology company that has implemented the principles of
servant leadership. The company has a unique culture that puts its employees at the forefront,
focusing on creating a positive work environment that fosters innovation and creativity.

Google's culture emphasizes transparency, employee empowerment, and open communication. The
company offers extensive benefits to its employees, such as free meals, onsite gyms, and flexible
work schedules. These benefits have resulted in a high level of employee satisfaction, leading to high

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levels of innovation and creativity. Google has consistently been ranked as one of the best places to
work in the world, a testament to the success of its servant-leadership culture