Strong leaders put the well-being of others first.
A true leader has a servant’s attitude toward life. Their focus is on others: how they can help and support.
The quality in detail
Four steps through the quality: understand, check, connect, apply. Open any topic to read more.
The core messageWhat the quality means – and what it doesn’t
Strong leadership first asks what others need in order to work well and grow. You use your position to strengthen others, not to elevate yourself.
- It does not mean
- That you have to do everything yourself or please everyone. Serving means keeping people’s well-being in view – even when that calls for an uncomfortable decision.
- That you give up leading. Whoever serves still sets direction and expects performance, but for the benefit of others.
- Strictly speaking
- Meta-analyses link servant leadership with performance, voluntary engagement and creativity. One study also shows that it can foster a culture of serving in teams and units.
- How servant leadership differs from other positive leadership styles is disputed. It also remains open whose well-being comes first when the interests of individuals, the team and the organization collide.
- Applies to
- Every role with responsibility for others: in project and department leadership, in church leadership and small groups, on a club board, as parents and in every friendship.
The explanationWhat the quality means and why it matters
Those who take responsibility seriously care about the well-being of others, not merely about expanding their own standing – whether as a colleague, as a volunteer, as a team leader or at the top of an organization.
People matter more than your own position of power. Serving doesn’t mean granting every wish, but keeping the well-being of others in view – even when that calls for uncomfortable decisions.
The signs3 signs the quality is present · 3 that it is missing
- You regularly ask team members, colleagues and the leaders you lead: “What do you need from me to work well?”
- You take on unpopular tasks yourself instead of just passing them on to others.
- You credit successes to those who earned them; for mistakes in your area of responsibility you take the blame yourself.
- The people around you mainly work at making you look good.
- You take the perks of your position for granted and hand the burdens to others.
- You make decisions about people without knowing what is on their minds right now.
The research5 sources: 2 reviews, 1 book, 1 primary study, 1 meta-analysis · 1977–2020 · with the limits of the research
- low
- moderate
- high
High – Servant Leadership.
- 1977Robert K. Greenleaf
Origin of the concept.
- 2011Dirk van Dierendonck
Traits and findings.
- 2014Robert C. Liden et al.
Servant Leadership creates a serving culture and improves the performance of units and individuals.
- 2019Nathan Eva et al.
Systematic review with definition and research agenda.
As with the Law of Addition: backed by meta-analysis, distinction from other leadership styles disputed.
The originJohn C. Maxwell · “Servanthood”
- 1999OriginJohn C. Maxwell
The 21 Indispensable Qualities of a Leader, Quality 19
- ServanthoodIn essence: Whoever wants to lead must be willing to serve others and put their well-being above their own position.
- todayWEGVISOR: Servanthood
The WEGVISOR version, the quality of “Servanthood”, puts the well-being of others first in its core statement and shows leadership as an upside-down pyramid that carries from below. Research supports the effect of servant leadership; how it differs from other positive leadership styles, however, is disputed.
The related qualities and lawsL18 Sacrifice · L13 Addition · Q13 Positive Attitude · Q03 Commitment
Serving and sacrifice belong together. The more responsibility you carry, the more readily you put your own privileges behind the well-being of others.
Serving is the way value is added. Whoever strengthens others makes them and the whole more valuable.
Serving grows from an attitude that expects good from others. Without that attitude, serving quickly becomes a chore.
Serving needs commitment. Whoever serves only when it is convenient leaves others alone at the decisive moment.
The action points5 stages of growth – from first awareness to passing it on
- Become aware This week, watch yourself making one decision and ask yourself honestly: who benefits most from it, me or the people I work with or lead?
- Lay the foundations This week, ask one person you work closely with: “What do you need from me right now to do your work well?”, and get one of those things done within three days.
- Make it a habit Regularly ask “How can I support you?” in your conversations with colleagues, team members or volunteers, and every Friday check whether your actions served others or rather your own position.
- Deepen deliberately This month, deliberately take on a task that gains you nothing but helps others, and ask two people you work closely with where your own interests last came before theirs.
- Pass it on Encourage someone you mentor to ask first, in their decisions, what others need; if you lead leaders, measure leadership in your area by how many people become more successful through it.
The reflection questions5 questions for you or a conversation with others
- Whom did I concretely help to get better this week – on the team, among colleagues or at home?
- Which privileges of my position do I claim that I wouldn’t need?
- Do I know what the people I work with or lead need most from me right now?
- Where do I confuse serving with wanting to please everyone?
- Who benefits most from my influence – me or the others?
Take your time with one question. Write down your answer – or talk it over with someone you trust.
The picture to rememberThe pyramid is turned upside down: leadership carries the weight from below.
- The pyramid is turned upside down: leadership carries the weight from below.
What servanthood looks like in practice
A young woman at the head of France’s army
Skeptical nobles and commanders could not stop Joan of Arc: she persuaded Charles VII to entrust her with an army and won at Orléans in 1429. Afterwards she claimed neither power nor wealth for herself.
The king who had books translated for his people
Alfred the Great defeated the Vikings at Edington in 878 and built over 30 fortresses. But he also saw ignorance and poverty: he had Latin works translated into Old English, founded schools and created laws for all.
