Servant leadership theory, which dates to the 1970s, argues that leaders have a duty to focus primarily on meeting their subordinates’ needs rather than on their own or those of the organization. We take a closer look at this novel leadership theory.
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When considering various leadership models to emulate, leaders have a wide variety to choose from, including participative leadership, charismatic leadership, directive leadership, authoritarian leadership, and paternalistic leadership. In this article, we take a closer look at servant leadership theory, an aspirational but somewhat understudied model of leadership rooted in lofty goals.
What Is Servant Leadership Theory?
In an influential 1977 article, “Essentials of Servant Leadership,” Robert Greenleaf, an AT&T executive and management researcher, proposed a leadership style in which leaders put the needs, aspirations, and interests of their followers above their own. These leaders seek to help their followers “grow healthier, wiser, freer, more autonomous, and more likely themselves to become servants,” Greenleaf wrote.
If the primary goal of traditional leadership is to further the organization’s goals, the purpose of servant leadership is to “serve others to be what they are capable of becoming,” write Sen Sendjaya and James C. Sarros of Monash University in Australia in a 2002 article. In this view, organizational success is not ignored—but it is pursued indirectly, through the development and well-being of people.
Greenleaf developed servant leadership theory after reading the novel Journey to the East by Hermann Hesse, which describes a group of men on a mythical journey whose servant, Leo, “sustains them with spirit and song.” When Leo disappears, the group falls apart. Later, Leo is revealed to be a “great and noble leader” who only posed as a servant—an insight that profoundly shaped Greenleaf’s thinking about leadership and influence.
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The roots of servant leadership extend far beyond modern management theory. More than 2,000 years ago, ancient monarchs also practiced forms of servant leadership, “acknowledging they were in the service of their country and their people,” though their actions often fell short of these ideals, write Sendjaya and Sarros. The authors also cite the biblical story of Jesus Christ washing his disciples’ feet as a concrete and enduring illustration of servant leadership in action.
In contemporary organizations, a servant leadership style contrasts sharply with the traditional image of leaders issuing top-down directives. Herb Kelleher, co-founder of Southwest Airlines and its CEO from 1981 to 2009, is frequently cited as a successful servant leader. Under his leadership, Southwest became known for its fun-loving, employee-centered culture and long-term employee loyalty.
“I have always believed that the best leader is the best server,” Kelleher once said. “And if you’re a servant, by definition, you’re not controlling. We try to value each person individually and to be cognizant of them as human beings—not just people who work for our company.”
10 Servant Leadership Characteristics
“Servant leadership seeks to involve others in decision making, is strongly based in ethical and caring behavior, and enhances the growth of workers while improving the caring and quality of organizational life,” writes Larry C. Spears in a 1992 article.
- Listening—A commitment to listening intently to others, paired with reflection and thoughtful response.
- Empathy—An effort to understand, empathize with, and accept others for who they are.
- Healing—A focus on helping others overcome emotional wounds and move toward wholeness.
- Awareness—Both general awareness and self-awareness, contributing to insight into power, ethics, and values.
- Persuasion—in contrast to authoritarian leadership, a reliance on influence and reason rather than coercion or manipulation.
- Conceptualization—The ability to think beyond day-to-day realities and imagine broader possibilities.
- Foresight—Efforts to “understand lessons from the past, the realities of the present, and the likely consequence of a decision for the future.”
- Stewardship—Acting with the understanding that leadership is a trust held for the greater good of society.
- Commitment to the growth of people—The belief that people have intrinsic value beyond their measurable contributions as workers.
- Building community—A desire to foster genuine community within organizations and institutions.
Together, these characteristics paint a picture of leadership grounded in humility, ethical responsibility, and long-term human development.
Criticisms of Servant Leadership Theory
Servant leadership theory has faced criticisms over the years. Feminist scholars, including Pennsylvania State University professor emeritus Deborah Eicher-Catt, have noted that servant leadership theory is based on patriarchal approaches to leadership. And in a 2012 article, Brenda L.H. Marina and Debora Y. Fonteneau point out that servant leadership discourse has ignored the long history of Black servants being subjugated and mistreated. Indeed, the term servant leadership can seem insensitive when applied to women, people of color, and others who historically have faced marginalization and mistreatment in the workplace and society more broadly.
Moreover, few empirical studies have been conducted to test the propositions of servant leadership theory and validate its effectiveness. And as researchers Jan G. Langhof and Stefan Gueldenberg of the Universitat Liechtenstein write in a 2021 article, servant leadership theory may not always promote ethical behavior, as it relies on the moral framework of individual leaders and followers rather than on broadly agreed-upon moral standards.
Despite these shortcomings, servant leadership theory continues to offer ideas that many leaders find worth emulating. Its emphasis on employee growth, open communication, ethical reflection, and community-building remains especially relevant in organizations seeking to balance performance with humanity.
To what extent do you think servant leadership theory can benefit or hinder organizations?
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