Empowering Servant Leaders
Servant leadership is a management model made popular by Robert K. Greenleaf (1989). This type of leader focuses on the spiritual meaning of his/her role in both the non-profit and business worlds. Servant Leadership is “an understanding and practice of leadership that places good to those led over the self-interest of the leaders, emphasizing leader behaviors that focus on follower (employee) development, and de-emphasizing the glorification of the leader (Hale and Fields 2007, p. 397).
“Servant leadership is seen by many as a desired leadership form since its introduction in the 1970s by Robert Greenleaf. With the characteristics of servant leadership focusing on the employee rather than the leader” (Greenleaf, 1989), it seems logical that servant leadership would be desired to successfully manage conflict in the work place. However, servant leadership can, at times, experience challenges when working with those that would bully or act unprofessionally in the workplace … especially if the servant leader does not understand the importance of clear boundary setting in the workplace.
Servant leaders can inadvertently position themselves to be more vulnerable to workplace bullying and manipulation. A servant-styled manager can be perceived as so vulnerable that lower-level managers may take advantage of him/her. When a leader is perceived as serving others, some may view the leader as weak or approval seeking, resulting in him/her becoming a target for manipulators (Mooney, 2016).
Employees can lack motivation when their manager is seen as “one of them,” always present to help with work, offer unconditional support (Mooney, 2016). This blurred boundary can ultimately lead to a culture with little or no accountability and a lack of respect of authority. Servant leaders that are viewed as non-authoritarian may have challenges issuing ultimatums to poorly producing employees.
Effective leaders understand the importance of taking the time to develop a plan and vision BEFORE communicating a new strategy and instilling a sense of urgency. The pace of change needs to be managed. When trying to inspire change, there often is a need for speed. Large-scale change requires a detailed, well-thought-out budget, a sensible plan, a good strategy, and inspiring vision. Servant leaders are often the best leaders to inspire vision and align with their company’s mission. As leadership author Brene Brown states, “ Daring to set boundaries is about having the courage to love ourselves even when we risk disappointing others” (Happily Imperfect). Servant Leaders must be an authority on setting healthy boundaries, the backbone of all healthy relationships.
References
Greenleaf, R.K. (1989). The power of servant leadership. San Francisco, CA: Berrett-Koehler.
Mooney, L., 2016. “Problems with the Servant Leadership Model”
http://yourbusiness.azcentral.com/problems-servant-leadership-model-67201695.html