LPGBA and Servant Leadership
Subscribe to our NewsletterHere at LPGBA, we utilize the skills of Servant Leadership in order to train and coach our players to be the best that they can be.
What is Servant Leadership and the Servant Leadership Theory?
Servant leadership is a philosophy and set of practices that enriches the lives of individuals, builds better organizations and ultimately creates a more just and caring world (Greenleaf, 1977; Greenleaf Center for Servant Leadership, 2018). Robert K. Greenleaf was a former Executive of American Telephone and Telegraph (AT&T). In 1970, Mr. Greenleaf wrote his famous essay-The Servant As a Leader-of which the Servant Leadership Theory is based. Mr. Greenleaf devised the theory of Servant Leadership from reading Hermann Hess’ Journey to the East (Hess, 1956). The Servant Leadership Theory focuses on the well-being and growth of people within a community or organization (Greenleaf, 1977; Robert K. Greenleaf Center for Servant Leadership, 2018; Parris, & Peachey, 2013). Servant Leadership means that a leader is a servant-first-and a leader-second. The focus of the servant leader is to make the needs of their followers’ first priority. Leaders must understand the influence that they have over their followers, and that to lead them properly, they must be able to sustain the needs of those followers (Finley, 2012; Spears, 2010).
With the “servant-first” mindset, leaders are always tested to ensure that they are putting their followers’ needs first by periodically answering the following questions:
- Do those served grow as persons?
- Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?
- What is the effect on the least privileged in society?
- Will they benefit or at least not be further deprived?
(Greenleaf, 1977)
The 10 Characteristics and Skills of Servant Leadership are:
Skill |
Explanation |
Listening |
Servant leaders have a commitment to listening to others and to one’s self. Listening allows the servant leader to aid others in bringing the will of the community to fruition. Listening also allows the servant leader to reflect on their own growth to obtain the skills necessary to be a good leader to others. |
Empathy |
The servant leader empathizes with others and accepts their unique spirits and talents. Successful servant leaders are also empathic listeners. |
Awareness |
General and self-awareness aids the servant leader in understanding issues pertaining to ethics and values. |
Persuasion |
Rather than relying on authority and power, servant leaders use their power of persuasion to get compliance from their followers. |
Healing |
Servant leaders understand that they have the power to help heal the broken spirits of their followers and aid them in becoming whole again. |
Conceptualization |
Conceptualizing assists in the servant leader being able to see the big picture beyond day-to-day operations. It helps the leader strike a balance between focusing on day-to-day and overall organizational goals. |
Foresight |
Foresight, combined with conceptualization, helps the servant leader to take past experiences and current realities to foresee outcomes of the future. |
Commitment to the growth of people |
Servant leaders make it a point to help their follows reach intrinsic goals and nurture their followers’ personal, professional and spiritual goals. |
Stewardship |
Servant leaders have a driving desire to serve the needs of others. |
Building community |
Servant leaders understand that there can be harmony in the ability of small communities and large institutions working together for the good of all. |
