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The Evolution of Leadership – Could a Servant Leadership Style be a Better Approach?

In the ever-evolving leadership landscape, traditional delegative and authoritative approaches have given way to more inclusive and empathetic leadership styles. Among these, servant leadership has become a popular and impactful alternative, by putting the needs of employees first. For modern businesses, servant leadership could be a better approach to consider and providing management teams with the opportunity to learn more about the power of this leadership style has the potential to transform day-to-day operations.

What is Servant Leadership?

Servant leadership turns the table on conventional leadership styles. Instead of leaders prioritising their personal success, they focus on the growth and well-being of their team to inspire and enable them to deliver organisational success. This approach is founded on the evidence that true impactful leadership comes from serving others; creating a collaborative and supportive work environment through nurturing employees’ potential by dedicating time, effort and resources to enabling them to grow and develop.

This leadership style is characterised by sharing power and decision-making, ensuring the collective interests of the team align with the organisational direction.

By putting the needs of employees first, servant leaders boost morale and promote an inclusive atmosphere in the workplace. Interestingly this also has been shown to enhance diversity and inclusivity.

The Popularity of Servant Leadership

The concept of servant leadership isn’t new and it was first popularised back in 1970 by Robert K. Greenleaf who published “The Servant as Leader”. But it’s been around a lot longer, with the motto of the Royal Military Academy Sandhurst where British Army Officers are trained being “Serve to Lead” since just after WWII. It’s the core principle of other top leadership academies such as Westpoint.

Having graduated from RMAS myself and having taught leadership at the Academy for 2 years I have seen the true impact of “Serve to Lead” in creating highly effective leaders both personally and professionally in military, business and Government.

More recently the realisation of the power of this approach has gained momentum across a range of sectors, public and private, and across global cultures. It’s becoming increasingly recognised as not just a theory but a practical and effective model for leading organisations. Its principles have been widely embraced by management teams looking to create more human-centric workplaces.

Why is Servant Leadership Beneficial?

Servant leadership offers significant benefits to businesses of all sizes, enhancing not only individual performance but also the overall success of the organisation. Let’s be honest if top military academies teach Servant Leadership it must be effective.

Here are some key positive impacts of adopting this leadership style;

  • Better Communication 

Servant leadership encourages a culture of open communication. By embracing this style, leaders promote two-way dialogue, where feedback flows freely from top to bottom and vice versa. This not only enhances mutual understanding but also creates an inclusive decision-making process, leading to informed and well-rounded business strategies.

  • Enhanced Team Performance 

By focusing on team empowerment, servant leaders create an environment where innovation and collaboration are not just encouraged but are part of employee’s DNA. They invest in their team’s development, recognising and nurturing each member’s potential, which naturally leads to higher productivity and job performance.

  • Stronger Leader-Employee Relationships 

The servant leadership model is built on trust and empathy. Leaders who prioritise their team’s well-being have deeper connections, leading to a more loyal and committed workforce. This approach not only minimises conflicts but also promotes a welcoming work environment, especially during challenging times such as structural changes or complex projects.

  • Improved Job Satisfaction 

Adopting a servant leadership style can significantly enhance job satisfaction across the business. By valuing and addressing employee needs, leaders contribute to a positive workplace culture. Job satisfaction has a positive impact on several key aspects of an organisation, from loyalty and retention to motivation and productivity.

  • Long-Term Success 

Servant leadership is not just about immediate benefits, it’s about sustainable success. By balancing the needs of employees and customers, leaders create stability and fairness within the organisation. This approach nurtures talent which has a direct impact on the long-term growth and stability of a business.

Challenges and Considerations of this Approach

While servant leadership offers numerous benefits, its implementation can be challenging. It requires a shift in mindset and behaviour, both personally and organisationally. This, at its core, is moving from a “Me not We” culture to one of “We not Me”.

Adapting to a leadership style that consistently places others’ needs ahead of their own can be a huge change for leaders, requiring patience and practice. This selflessness can be difficult to maintain consistently and can conflict with more traditional leadership models.

It’s worth noting that for servant leadership to be truly effective, it needs to be deeply ingrained in the organisation’s culture. If it’s not promoted by leadership teams who are committed to its principles, it simply won’t be effective.

For more insights on how to Accelerate Your Success check out my other articles here which go into greater depth and link out to more resources. To get a “real world” perspective on how to achieve this the successful leaders on my podcast give some great ideas for action that you can implement from tomorrow.

Chris Roebuck
Chris Roebuckhttps://chrisroebuck.live/
Chris Roebuck is a speaker, advisor and executive coach who has a unique approach that helps leaders, teams, and organisations reach their full potential and be successful in just three steps. This is proven to add investor value, deliver better customer service, build the brand externally, develop innovation and entrepreneurial thinking, optimise risk and boost the bottom line by 10% + at no cost. Chris unique experience as a leader in the military, business, government and as a Hon Visiting Professor of Transformational Leadership has enabled him to develop this innovative, entrepreneurial and highly effective new approach for leaders and organisations to achieve success: I CARE Leadership. It’s simply about you being the leader people always give their best for empowered by authentic and inspirational servant leadership. Chris shows how building on leaders current knowledge via simple, practical day to day actions can immediately deliver real improvements at all levels; individual, team, and organisation. One organisation who implemented it increased the number of staff happy to recommend it as “a great place to work” to friends or family in 2 years from 40% to 82%, an exceptional change, and increased revenue by 40%. When Global Head of Leadership at UBS, 70,000 staff & 100 countries, his team helped the bank transform organisational performance to increase profitability by 235%, market capitalisation by 50% and win awards. This is now a Harvard Case Study. Chris experience spans many sectors and geographies; from having held senior roles in UBS, HSBC, KPMG & London Underground to advising legal firms and construction, from the UK National Health Service of 1.4m staff and UK Government to the Red Cross in Myanmar, from Investment banks in London to Middle East Telecoms, from the Chinese Space Programme to retail in USA and many more. Chris has been quoted as a business leadership expert globally in the Harvard Business Review China, FT, Wall Street Journal, Le Monde, New York Times, Business Week, Time Magazine, Washington Post, Times of India, Straits & Gulf Times and many other titles. He has been interviewed on TV over 350 on leadership and business issues on BBC, CNN, Bloomberg, and other channels and his books have been translated into 11 languages. Chris has been recognised as one of the Most Influential HR Thinkers regularly since 2011 by the HR profession.

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