To what, exactly, are we servants?
There is a misunderstanding that many people have about servant-leadership. I see it all the time in those who first enter our program, as well as those who have not read much, if anything, by Robert Greenleaf. The confusion starts with a belief that servant-leadership is primarily about being servants to customers, as well as employees. It is from this belief that many get the idea that servant-leadership is simply a 'fad' or label it as 'soft'.
Don't get me wrong, this is certainly part of what being a servant-leader entails. But the primary focus of servant-leadership is to first be servants to the mission of the organization. Assuming the mission of the organization is sound (committed to the growth of employees, providing the necessary means for customers to be satisfied, etc.), then when one is servant to that mission a natural outcome of this will result in being servants to customers, employees, et. al.
A recent article in the Athens Banner-Herald (registration required) by Archie Carroll addresses this very issue. He states that "An organization's mission is its long term enduring purpose in society. Each organization begins with a purpose in mind, and the leaders of these organizations primarily are focused on why the organization exists and what objectives it takes to pursue and achieve to be successful." It is from this focus that servant-leadership thrives.
In explaining why non-profits generate more passion within their organizations, typically, than for-profits, Dr. Carroll says "Nonprofits understand that the mission is the driving force in the organization and that without this focus, organizational drift will undoubtedly occur."
One cannot be an effective servant-leader and be a good listener, empathize with others, conceptualize well, etc. if the mission of the organization does not foster an environment where these characteristics are encouraged and supported. And while non-profits have done this better historically, the for-profits companies out there are beginning to catch on.
I should note that Dr. Carroll, who last month wrote an article on the popularity of servant-leadership (click here), teaches in the MBA program at the University of Georgia. It gives me great hope that MBA programs around the country are finally talking about servant-leadership, ethics, and a commitment to the common good as an entire unit (as opposed to individually here and there with no connection to one another) that make up what it means to be a responsible, effective business leader.
Don't get me wrong, this is certainly part of what being a servant-leader entails. But the primary focus of servant-leadership is to first be servants to the mission of the organization. Assuming the mission of the organization is sound (committed to the growth of employees, providing the necessary means for customers to be satisfied, etc.), then when one is servant to that mission a natural outcome of this will result in being servants to customers, employees, et. al.
A recent article in the Athens Banner-Herald (registration required) by Archie Carroll addresses this very issue. He states that "An organization's mission is its long term enduring purpose in society. Each organization begins with a purpose in mind, and the leaders of these organizations primarily are focused on why the organization exists and what objectives it takes to pursue and achieve to be successful." It is from this focus that servant-leadership thrives.
In explaining why non-profits generate more passion within their organizations, typically, than for-profits, Dr. Carroll says "Nonprofits understand that the mission is the driving force in the organization and that without this focus, organizational drift will undoubtedly occur."
One cannot be an effective servant-leader and be a good listener, empathize with others, conceptualize well, etc. if the mission of the organization does not foster an environment where these characteristics are encouraged and supported. And while non-profits have done this better historically, the for-profits companies out there are beginning to catch on.
I should note that Dr. Carroll, who last month wrote an article on the popularity of servant-leadership (click here), teaches in the MBA program at the University of Georgia. It gives me great hope that MBA programs around the country are finally talking about servant-leadership, ethics, and a commitment to the common good as an entire unit (as opposed to individually here and there with no connection to one another) that make up what it means to be a responsible, effective business leader.
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