Three Simple Expressions and Four Necessary Tensions of Servant Leadership

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There are three primary expressions of servant leadership. The first is leading yourself. Self-leadership is typically the most overlooked practice of servant leadership. A leader's natural tendency is always to look out before looking in. This can be problematic, if not dangerous, to the life of a leader. A leader can only lead out of who they are. Only a leader growing in self-awareness, understanding, and humility can be genuinely effective over time.

The second expression of servant leadership is leading your team. A team is a group of people collaborating toward a common purpose under your watch. Or it can be a group of individual contributors that report directly to you. For this post, a team is any group of people for which you are responsible. Current data shows that employees today are looking for more empathetic leaders who can provide a pathway for development. The practice of team leadership requires an empowering presence with a view towards raising up more leaders.

The third expression of servant leadership is leading the enterprise. This is not simply a practice for those who are in the C-suite. Every titled leader should consider the whole enterprise as they live out their leadership role. Every leader must understand how their responsibility contributes to the organization's stated purpose. A well-defined organizational purpose statement not only brings clarity and motivation but should help leaders transcend self and connect to how the enterprise brings good to the world.

These three practices provide a straightforward, clear framework for servant leadership. However, within this framework, we must focus on four tensions that every leader will face that have the potential to define long-term success or failure.

Tension One: Living as a Called Leader versus a Self-Serving Leader

This tension takes us back to the first practice of self-leadership. This tension's primary question is, "Why do you lead?"

Patrick Lencioni states, "If reward-centered, self-centered leadership becomes the norm, young people will grow up believing that this is what it means to be a leader. I believe it's long past time that we, as individuals and as a society, reestablished the standard that leadership can never be about the leader more than the led." (The Motive, by Patrick Lencioni, pg. 170)

A called leader understands that their role is built around an invitation. They have been vested with influence and authority to develop and empower others. Their role is not self-serving. Those who report to them are not there for the betterment of the leader. Their role is for stewardship, an entrustment to better the people around them and society. Success and profits will come as they serve their direct reports well. Living as a called leader will focus on developing those around them.

Tension Two: Leading with Influence versus Leading with Control

This is a tenuous and subtle tension. To control something or someone is to have power over them to restrain or direct. To influence is to have an effect on the condition or development of something or someone. "Over" and "on" are key words here. One is doing something to someone—the other reflects doing something with someone. To express control, one might say, "Do as I say." To express influence, one might say, "Do as I do." There is a time for high-control leadership. It usually is warranted in times of chaos or crisis. High direction and care are needed, best asserted through control. But on most occasions, leadership through influence supersedes leadership by control.

Leadership influence resembles a side-by-side approach instead of an over-and-under approach. Leadership by influence places a high value on authenticity, modeling, and empowerment. It doesn't dodge bringing correction but believes the best in the one being empowered. Leading through influence seeks to affect the belief, hope, and competency of the one being served—for their betterment and the betterment of the organization.

Tension Three: Values Discovered versus Values Declared

Values are anchored in belief and expressed through daily behaviors. Most organizations have stated written values posted prominently on the office wall or documented through important organizational literature. But often, they mean little. They are not supported by leadership and have little bearing on organizational culture. They are simply words on a wall.

This is true for two reasons. First, the stated values do not follow the definition above. They have not formed around core convictions that matter and have not been properly translated into daily accountable behaviors. Second, they are not values that support the organizational mission. This creates a disconnect between leadership and employees—and between employees and their daily contributions. Another contributing factor is that the organizational values are declared by leadership from the outset—rather than a process of discovery that includes other key leaders as the mission is executed.

A discovery process aids employee empowerment, invites rising leaders into development, and ultimately leads to better values supporting the mission. The critical question is, "What daily behaviors are necessary for every person in the organization to express to help ensure the fulfillment of the mission and purpose?"

Tension Four: Leader Purposefulness versus The Purpose of the Leader

This tension provides a good overall principle governing the other three tensions. This tension has everything to do with leader orientation. The purposeful leader believes in what the organization is about, and followers see that the leader cares about the organization's purpose. Research has shown that a purposeful leader helps increase follower commitment to the organization, job satisfaction, and person-organization fit. [1] A leader who only cares about their personal purpose will drive others toward their own results—not the purpose of the organization or the collaborative results of a group or team. The purposeful leader makes the organization and the people around her look good. The leader, focused only on their own purposes, will strive to make only themselves look good.

Thinking through the lens of the simple framework outlined above—and daily navigating the tensions listed above—will give you an effective expression of healthy servant leadership.

Individual or group coaching can be a great pathway toward a more effective servant leadership presence. We also offer a 9 or 12 month leadership development cohort focused on servant leadership. Click the button below to schedule a 30 minute consultation.

[1] Leadership in Christian Perspective, Biblical Foundations and Contemporary Practices for Servant Leaders, Irving and Strauss, Baker Academic, 2019.

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