Before it can be determined whether servant leadership is needed, let’s examine what servant leadership is. Servant leadership is based on the principle of serving others. The concept of servant leadership was conceived by Robert K. Greenleaf (1977), known as the originator of this management style. According to Greenleaf, servant leadership “begins with the natural feeling that one wants to serve, to serve first. Next, a conscious choice brings one to “aspire to lead.” Leaders have two primary responsibilities; to make certain the needs of others are served and to have concern for people. A Servant leader must be more focused on people than on responsibilities. Though inspired by the life and teachings of Jesus, Greenleaf’s inspiration of servant leadership came together after reading Journey to the East by Hermann Hesse (1956). In this story a group of people take a mythological expedition. The main character Leo, goes with the party as their servant. Leo was also a person with great presence and spirit who also sustained the group with songs. Everything is going well until Leo vanishes. Soon after, the group falls into dismay and the journey ends. Without Leo, They are unable to continue. Years later, one of the group runs into Leo and it is discovered that Leo is not a servant but a great and noble leader. Greenleaf realized from reading this story that great leaders are viewed as servants first, and this is the reason why they are great. Leo was the leader the whole time but his character forced him to be the servant first.
References: Carroll, A. (2005). Servant Leadership. Nonprofit World, 23(3), 18-20. http://search.ebscohost.com. Chebat, J.C., and P. Kollias (2000), “The Impact of Empowerment on Customer Contact Employees’ Roles in Service Organizations,” Journal of Service Research, 3(August), 66–81. Farling, M Greenleaf, R. K. (1977) Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness, Paulist Press, Mahwah, NJ. Greenleaf, R. K. (2002), Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness, 25th anniversary edition, Mahwah, NJ: Paulist Press. Holtom, C., Mitchell, T., Lee, T. 2006. Increasing Human and Social Capital by Applying Job Embeddedness. Organizational Dynamics, Nov.06, Vo. 35, Iss. 4. Retrieved from ABI/FORM Complete on Jan. 4, 2007. Ingram, T. N., R. W. LaForge, W.B. Locander, S. B. MacKenzie, and P. M. Podsakoff (2005), “New Directions in Sales Leadership Research,” Journal of Personal Selling & Sales Management, 25 (Spring), 137–154. Levering, R, and M. Moskowitz (2000), “The 100 Best Companies to Work for in America,” Fortune, 141, 1 (October 1), 82–110. Jaramillo, F., Grisaffe, D., Chonko,L., and Roberts, J., (2009), “Examining The Impact of Servant Leadership on Sales Force Performance,” Journal of Personal Selling & Sales Management, vol. XXIX, no. 3 (summer), 257–275. Pierce R. “Servant Leadership:History & Evolution,” http://www.businessexpertwebinars.com, Generated: 2 October, 2009, 19:46, http://search.yahoo.com/search?fr=fptb-frz6-701- Wong, P., Davey, D. (2006), Best Practices in Servant Leadership. School of Global Leadership & Entrepreneurship, http://www.regent.edu/acad/global/publications/sl_proceedings/2007/wong-davey.pdf. Retrieved 10/05/2009. Yu, J. (1998), “Virtue: Confucius and Aristotle,” Philosophy East and West, 48 (2), 323–347. (2001) Applied Leadership for Effective Coalitions. National Council on Disability, 02/14/2001. http://www.ncd.gov/newsroom/publications/2001/appliedleadership.htm. (2005) Largest Religious Groups in the United States of America, Adherents.com, http://www.adherents.com/rel_USA.html.