Servant Leader

Who is a servant leader? Many people vie the name servant as a big form of honor, respect, and prestige. At the heart of the servant leader is a godly attitude that portrays an eagerness to recognize the virtue of others and have a perception that he or she is not above any human or other people. This type of leadership delineates a clear divide between a Christian and non-Christian perspective of leadership.
In comparing and contrasting the construct of servant leadership, a review of the Greenleaf’s model of servant leadership shed light on the provenance of this concept. According to the author, Greenleaf, the servant leader is an individual who is first and foremost a servant. Greenleaf points out that a servant leader usually experiences some natural feelings that he or she wants to serve the people. He or she then possesses some conscious choices that make him or her desire to lead the others. However, the difference is manifested in the type of care that is applied by the servant since he or she should first ensure that the high priorities of other people are being served correctly (Daft & Lane, 2005). The article asserts that Jesus Christ was the first person who taught Christians the concept of servant leadership. The author continues his discussion and focuses on Jesus Christ’s model of servant leadership. Two of Jesus’s disciples James and John were blinded by their fascination with power. Jesus instructed them that “whoever wants to become great among you must be your servant” (Mark 10:23, NIV).

In this case, the term servant was a synonym for greatness. In his teachings, Jesus points out that the greatness of a leader can be measured by a total commitment he or she has to serve his or her fellow men (Sanders, 1967). As a servant-leader, Jesus demonstrated this type of leadership mannerisms through his engagement in the humble act of washing the feet of his disciples. The unusual display of leadership through feet washing has also redefined the meaning and function of leadership power (Sanders, 1967).
In the text Spiritual Leadership, Oswald illuminates two principles that Jesus used to teach the church: The sovereignty principle of spiritual leadership. “To sit at my right or left is not for me to grant. These places belong to those for whom they have been prepared” (Matthew 20:23). The author points out that a more standard response might have been: Honor and rank are for the well-prepared individuals ready for it and for those who worked very hard to get it. Secondly, The suffering principle of spiritual leadership. “Are you able to drink from the bitter cup of suffering I am about to drink?” (Matthew 20:22) Jesus simply and genuinely set forth the cost of serving his kingdom. The task was to discover that greatness comes through servant hood and leadership comes through becoming a slave of other people (Sendjaya & Sarros, 2002).
I can begin demonstrating servant leadership in my circles by developing my teammates potential rather than using my leadership position to control or limit them. I am also emboldened by Greenleaf’s notion of “stewardship of people,” as a steward of people I should regard my followers as people who have been entrusted to me, to be elevated to their better selves, and help cultivate what they are capable of becoming. Daft also reminds me, as a steward, adopting a partnership mindset is essential (Daft & Lane, 2005). Empower them with relinquishing decision-making power and the authority to act to those closest to the work and the customer, highlight one’s contribution rather than their regular positions, and expect core work teams to build the organization. Greenleaf encourages people to put service before self-interest, listen first to affirm others, inspire trust by being trustworthy, and nourish others while helping them become whole. I strive to be a courageous, transparent and sincere person who can influence others. I am praying to improve in the areas of listening, tact, diplomacy, and I also need to be more patient.
As a servant leader, Spears emphasizes some areas that are critical to the further enhancement of my leadership. I can use privilege, prestige, and power to empower other followers to gain the greatest personal and organizational aims through listening (Sanders, 1967). In this case, a significant commitment to listening keenly to others is critical in the identification and helping the team to clarify its attitude and behavior. Empathy- in striving to comprehend others, I need to accept and celebrate all the ways that make people different, in an effort to expand the potential for team success (Sendjaya & Sarros, 2002). Healing- using wisdom when interacting with others. Many people experience emotional pain from various life situations, recognizing that I have an opportunity to walk along them, can help make them whole in Christ (Sendjaya & Sarros, 2002). Awareness- General and self-awareness benefit me in understanding issues involving ethics and values. It lends itself to being able to view most situations from a more integrated, holistic position (Sendjaya & Sarros, 2002). Persuasion- the author suggests, seeking to convince others, rather than coerce compliance. Conceptualization- entails developing the ability to view an issue on my team or an organization, beyond the daily realities (Sendjaya & Sarros, 2002). There should be a delicate balance between conceptual thinking and a day-to-day focused approach. Foresight-a character that me enable me to understand the lessons from the past, the realities of the present, and the likely consequence of a decision for the future (Sanders, 1967). Stewardship- “holding something in trust for another,” this assumes first a devotion to serving the needs of others (Sanders, 1967). It emphasizes the use of openness and leading by example rather than control. Commitment to the growth of people- a deep devotion in recognizing, and striving to empower and inspire others in their personal, professional, and spiritual growth. Building community- seek to identify the means for building community among those who work within the team or organization (Sanders, 1967).
On the other hand, Daft has expounded on four principles that are likely to strengthen my abilities and help me become a better servant leader to those entrusted to my care. Self- management- this entails the ability of a person to control unproductive, disruptive and dangerous desires and emotions (Daft & Lane, 2005). Other qualities of self-management may include trustworthiness- this entails a consistent form of transparency and honesty; conscientiousness- entails the management and honoring personal responsibilities (Daft & Lane, 2005); and adaptability- which entails the ability to adjust to situation changes and overcoming the available obstacles (Daft & Lane, 2005). Relationship management refers to the capacity of interacting with other people and build positive relationships. I need to be aware of the effects that my behavior may have on other people. Self-awareness entails a person’s ability to recognize and comprehend his or her feelings and how these feelings may affect his or her life and work (Daft & Lane, 2005).
The bible encourages people to work hard in anything they choose to do and not to work just for the sake of the human masters (Col 3:23-24). It is important that one view leadership through the eyes of Christ, as an act of worship or service to God and others. He or she should serve without many complaints and resentment, but with all his or her heart, emotion and passion (Sendjaya & Sarros, 2002).

Reference
Daft, R. L., & Lane, P. G. (2005). The leadership experience. Mason, OH: Thomson/South-Western.
Sanders, J. O. (1967). Spiritual leadership. Chicago: Moody Press.
Sendjaya, S., & Sarros, J. C. (2002). Servant Leadership: Its Origin, Development, and Application in Organizations. Journal of Leadership & Organizational Studies,9(2), 57-64. doi:10.1177/107179190200900205