The Key Components Of The Servant Leadership Theory

The servant leadership theory is based on the philosophy of the authority figures serving the needs of the subordinates thereby promoting their well-being. Servant leaders demonstrate empathy, listening, stewardship and the commitment to the growth of their employees. This bottom-top approach is a relatively new theory in the corporate world; however, it has been a practice for thousands of years. Moreover, given the complexities and challenges corporate America faces today, leaders must reach deep with their hopes to guide their followers through the crisis.
There are several components that characterize servant leadership, including morality, the service of others, concern with the success of all and self-reflection (Liden, Wayne, Zhao, &
However, there are indicators that these leaders share, including self-awareness, relational transparency, balanced processing and internal moral perspective (Landis & Harvey, 2014). Self-awareness is a prerequisite for authentic leadership which includes knowing one’s strengths, limitations and core values. Furthermore, identifying one’s core values and beliefs are paramount to continuing self-development. Relational transparency incorporates honesty and candid communication in the interactions with others. A key component of authentic leadership is the absence of a hidden agenda, resulting in the follower understanding their position with the leader at all times. Additionally, balanced processing occurs when effective authentic leadership solicits contrasting viewpoints and thoroughly reviews all options prior to deciding a course of action. Therefore, impulsive and reactive actions are nonexistent in authentic leadership lending to plans that are well thought and openly discussed. The theory relies heavily on leaders possessing an internalized moral perspective resulting in a strong ethical core that is propelled by the concern for fairness. Regardless of the leadership theory, every leader must know their core values as it is the foundation that is built
When individuals feel cared about, they can support the purpose of the company by becoming more invested in achieving the company goals. This effectiveness was exemplified in the recovery of the Xerox company by appointing Anne Mulcahy as the new CEO. Mulcahy had a reputation for building relationships and empowering employees enabled the team to achieve unimaginable goals. When she took charge from the failed predecessor, Xerox was $18 billion in debt and all credit lines were exhausted. At Mulcahy’s direction the employees were empowered to step up and lead to rescue the company from the brink of bankruptcy. They were able to reduce the debt by $10 billion, restore revenue growth and profitability through a combination of cost savings and innovative new products (George, McLean, & Mayer, 2007). This miraculous recovery was a direct result of the authentic leadership of Mulcahy. By her open communication, strong commitment and moral compass, she set the parameters for success and allowed the team to march on. While this theory requires a significant amount of self-reflection and courage, it also involves a degree of selflessness which has become highly sought after in a world of corruption and