Lesson 9-1: What is Servant Leadership?

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“Jesus called them together and said, “You know that the rulers in this world lord it over their people, and officials flaunt their authority over those under them. But among you it will be different. Whoever wants to be a leader among you must be your servant, and whoever wants to be first among you must become your slave. For even the Son of Man came not to be served but to serve others and to give his life as a ransom for many.” Matthew 20: 25-28 (NLT)

The contemporary view of “servant leader(ship)” or “the servant as leader” was coined by Robert K. Greenleaf in 1970. Working at AT&T for 38 years, Greenleaf started his career digging holes for telephone poles and eventually worked his way up to director of management research. His lifetime study of leadership and management led him to author many essays, the first entitled “The Servant as Leader.(1)”

What is servant leadership? Servant leadership within an organization creates a company that everyone would like to work for, and every president would like to lead. Servant leadership consists of the following principles, which will be further developed in the following lessons:

1.     Uncompromising integrity – True leadership begins with strong moral character.

2.     Relational health – Effective leaders prioritize human connection, not to manipulate but to truly appreciate each person’s gifting and needs.

3.     Communicating with influence – This skill involves being clear, empathetic and genuine.

4.     Creating synergy – While job performance is a necessity, servant leaders acknowledge the needs, dreams and potential of the entire staff.

5.     Fosters fresh thinking – Servant leaders can see beyond the issues of today and into tomorrow. They think what can be. They welcome new ideas.

6.     Leading with moral authority – This is the heart of servant leadership. The person leads by building respect through their character integrity and consistently doing what is right.

7.     Building a servant leadership culture – Is your organization’s leadership creating an engaged workforce? What are you going to do about it? This lesson presents the principles needed to change it.

The benefit of servant leadership is: 1) it creates and builds an organization that people enjoy working for, even when there is hard work to be accomplished; 2) it brings purpose to people’s lives; and 3) its influence of creating leaders helps the greater good of an entire community.

Robert Greenleaf's "best test" for servant leadership is: Do those served grow as persons? Do they become healthier, wiser, freer, more autonomous and more likely to become servants themselves?

The first (and most important) key principle in being a servant leader is uncompromising integrity. This describes the character of the individual: consistent, ethical and trustworthy. Servant leaders are always committed to doing the right thing, rooted in values beyond the company’s policies. Servant leaders build trust and collaboration. This is one of the most difficult things for leaders to do, because sometimes it affects themselves in a negative way. Standing up for what is right rather than what is convenient is always difficult. A leader must make their mind up long before the situation of compromise presents itself.

The attributes of self-serving leaders, the opposite of servant leaders, are presented on page two.

Shared Experiences:

  • Can someone share about a leader that they wanted to follow and a leader that they did not want to follow? What were the differences in these two people?

  • Can someone share how their leadership has changed over time? What would you like to change about your leadership?

  • How would your boss, peers and staff describe your leadership, both good and bad?

Bottom line: Jesus modelled servant leadership 2,000 years ago, as described in Matthew above. Even though he was God, he never “lorded” it over people. He served everyone, especially those who were sick or marginalized.  

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 Attributes of self-serving leaders (non-servant leaders)

Self-serving leaders prioritize their own interests, power and success over the well-being of their team and organization. Their leadership style tends to be manipulative, short-sighted and ultimately damaging to morale, trust and long-term success. Here are some key attributes of self-serving leaders:

  1. Prioritizing personal gain over team success – They focus on their own promotions, rewards and recognition rather than the team’s or company’s progress. They take credit for success, but shift blame for failures.

  2. Lack of empathy and genuine care for others – They see employees as tools to achieve their goals rather than as people with value. They show little concern for their team's well-being, struggles or aspirations.

  3. Manipulative and dishonest behavior – They often use deceit, half-truths or hidden agendas to maintain control. They may withhold information or mislead others for personal advantage. 

  4. Excessive ego and arrogance – They overestimate their abilities and downplay the contributions of others. They demand admiration, loyalty and recognition, often belittling those who disagree with them. 

  5. Resistance to feedback and growth – They react defensively to criticism and refuse to acknowledge mistakes. They surround themselves with "yes-men" who reinforce their viewpoints. 

  6. Poor delegation and micromanagement – They either hoard control to appear indispensable or micromanage due to a lack of trust. They fail to develop their team because they don’t want others to outshine them. 

  7. Creating a culture of fear and competition – They pit employees against each other rather than fostering teamwork. They create a fear-based environment where employees are afraid to voice concerns or innovate. 

  8. Short-term decision-making for personal benefit – They focus on immediate wins that make them look good rather than sustainable, long-term growth. They may cut corners, compromise ethics or prioritize stock prices over organizational health. 

  9. Lack of accountability – They avoid responsibility and shift blame onto employees or external circumstances. They demand accountability from others but rarely hold themselves to the same standards. 

  10. Inconsistent or unethical behavior – They act in self-contradictory ways, applying different rules to themselves than to others. They justify unethical behavior if it serves their personal interests. 

The impact of self-serving leadership is high turnover, burnout and a toxic culture where employees feel undervalued and disengaged. Self-serving leaders may achieve short-term success, but they damage trust, morale and long-term growth.