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Leadership Research Paper- Servant
Leadership
Advanced Leadership (Liberty University)
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Leadership Research Paper: Servant
Leadership Denise R. Elliott-Bourdeaux
BUSI 502-D02
Liberty University
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Abstract
This research paper is a composed of a literature review, leadership interview and
analysis of a group discussion. Through the literature review the concept of servant leadership
was researched and although it is biblical based did not include Christ as part of the appeal.
Through the literature review and the leadership interview, there were several qualities of a
servant leader that were common. These qualities found in the literature review include:
listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship,
commitment to the growth of people and building community. Through the interview J.
Angevine based his leadership on Army values but also incorporated several of the qualities
outlined in literature review, to include: listening, empathy, awareness, persuasion, stewardship
and commitment to growth of people. Lastly, the ideas found through the research and the
interview were compared and contrasted with the group research and discussion on Biblical
Leadership.
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Leadership Research Paper
The term servant leadership was coined by Robert K. Greenleaf, in 1970. He believed
that leadership should be based on service to others (Greenleaf). Greenleaf stated that the
servant-leader is a servant first. “One that puts serving others-including employees, customers,
and community-as the number one priority” (Spears, 2005). There have been several articles
and research centered on the topic of servant leadership. The first part of this paper will be a
literature review which will focus of the concept of servant leadership. The second part will be
an interview with John E. Angevine, Colonel, U.S. Army (Retired). The final part of the paper
will be a comparison and contrast between the research and interview.
Part 1 –Literature Review
A leader is one who leads others. One who has vision and drive to achieve and skills to
make things happen. Leadership is a process of influencing. To lead is to influence others, their
thoughts and actions (Blanchard & Hodges, 2008). “Anytime you seek to influence the thinking,
behavior, or development of people in their personal or professional lives, you are taking the role
of a leader (Blanchard & Hodges, 2008, pg. 4). In a traditional organization, a person is looked
at for what they can do for the organization. Traits and skills of a leader include: integrity,
people skills, positive attitude, effective communication, motivation and planning (John Reh).
Secular leadership is based on your power and control, “You’re a leader when you’re in charge,
when people work for you and you call the shots” (Rinehart, p. 17). In this type of leadership
employees are expected to follow rules, obey instructions and ask no questions (Ramsey, 2003)
Servant Leadership
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Servant and leader are two words whose meanings are very far from each other but when
combined create the contradictory term servant leadership (Spears 2010). A servant leader is one
who wants to serve others first; there is a natural desire to want to serve and then cognizant
choices bring one to lead (Spears, 2005). A true servant leader is one who makes sure: those
served grow, those being served become healthier, wiser, freer, and more likely to become
servants (Spears, 2004). This type of leader helps others through teaching and coaching to do
their best to achieve their goals. (Vinod and Sudhakar, 2011). The servant leader not only
listens, but praises, supports and redirects when a person deviates from their goals (Vinod and
Sudhakar, 2011). “Servant leadership is thus the act in which a leader engages with a follower
through the desire and process of serving, in such a way that the leader and follower raise one
another to a higher level of morality and motivation” (Boyum 2008). According to (Spears 2004)
servant leadership is a long term transformational approach to life and work, it is a way of being
that creates positive change not just at home and work but in society. Boone and Makhani
describe servant leadership as a way of being, which includes being authentic, vulnerable,
accepting, present and useful (2012). The servant leader does not lead from the top or the front
but leads from within, not forcing people to follow the leader but walking among them and
unites in a common goal and vision (Boone & Makhani, 2012). Washington, Sutton and Field
address three values of a servant leader: value of empathy, servant leader listens and empathizes
with others; value of integrity, the servant leader exhibits genuine trust and integrity; and value
of competence, servant leader demonstrates the ability to complete tasks and lead others (2005).
Servant leadership is a mixture and balance among leader and servant; one does not lose
leadership abilities when becoming a servant leader (Skipprichard, 2013). Wheatley (2004)
gives seven keys components to effective servant leadership, to include: do no harm, have faith
in
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people, move from leader as hero to leader as host, stop trying to control events, lead the
conversation, speak your experience and listen to the experience of others and restore hope in the
future. Throughout the research there are many values and characteristics listed for servant
leadership, Spears (1998) identified 10 traits of servant leadership. He suggests a servant leader
is a person who: is a good listener, is empathetic, has the ability to heal relationships, is aware of
self and surroundings, can persuade and convince others, conceptualizes past the day to day,
forsees the outcome of situations, is committed to the growth of others, is a good steward of
resources, and is a community builder (Spears, 1998). The primary reason why leaders exist is to
serve first, the servant leader operates on the assumption that "I am the leader, therefore I serve"
rather than "I am the leader, therefore I lead (Vinod and Sudhakar, 2011). “For a military servant
leader, the person would be of excellent character, skilled in influencing and inspiring others to
contribute enthusiastically toward mission-oriented goals identified as part of a larger strategic
vision” (Farmer, 2010). Jesus is seen as the embodiment of servant leadership (Coulter, 2003).
“Servant leadership uses power to empower others. Christ empowered: us as Christians so we
can accomplish kingdom objectives, empowered the disciples by teaching them to walk
intentionally, taught empowerment through humility. Jesus goal was to serve never to prove
himself to others (Coulter, 2003). Vicalvi, (2006) an Army Chaplain, describes a the differences
between a boss and a leader: the boss drives his men, inspires fear, says ‘I’, says, ‘Get here on
time’, blames others when something goes wrong, makes work drudgery and says ‘Go’, but the
leader coaches, inspires enthusiasm, says ‘we’ instead of ‘I’, beats everyone else to work, fixes
issues, makes work interesting and says ‘Let’s go’. A leader is part of the team, he does not just
lead the team (Vicalvi, 2006).
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Through the group Biblical Integration Project, there was a discussion of servant
leadership in terms of man-centered and Christ centered. It was agreed that the Greenleaf model
borrowed many themes from Christianity. Man centered approach is used to boost one’s self but
Christ centered is focused on empowering others and uplifting them.
Part 2 – Leadership Interview
In this section, the results of an interview with John E. Angevine, Colonel, U.S. Army
(Retired). Mr. John Angevine is an Executive Fellow with Brookings Executive Education,
which is a partnership between the Brookings Institution and Washington University in St.
Louis. Retiring from the Army with over 30 years of services, he has a variety of experience in
senior military leadership in the active duty Army as a Senior Army Aviator, Battalion
Commander, Brookings Institution Fellow, Joint Specialty Officer, and Strategic Intelligence
Officer, as well as joint duty assignments with the office of the Secretary of Defense, North
Atlantic Treaty Organization (NATO), Defense Intelligence Agency, International Security
Assistance Force (ISAF), Multinational Forces-Iraq (NMF-I) and the United Nations/Combined
Forces Command in Korea. He also has Master of Strategic Studies from U.S. Army War
College and a Master of Aeronautical Science from Embry- Riddle Aeronautical University.
Qualities of a Leader
J. Angevine gave his perspective on the qualities of a leader. According to Angevine a
leader should have, life-long learning, respect for others, someone who tries their best to not
only live up to standards but to go beyond the standards and be an example for others. The
leader must have the respect and trust and bond created by followers to take care of them,
establishing standards, having empathy, emotional intelligence and self-awareness of the
feelings of others. A
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good leader makes sure that their philosophy of life and values align with their work and actions.
Encouragement is key to make sure others continue to learn, explore and continue to grow.
Sacrifice, commitment, loyalty, respect to the group and others are important qualities for a
leader.
Servant Leadership defined
J. Angevine stated servant leadership is never asking someone to do something you
won’t do yourself. The standard should be set and exceeded by the leaders. The leader should be
an example of what right looks like. Confidence and trust by others along with words and
actions should be aligned for credibility. A servant leader must put the greater good and needs of
others above themselves and communicate that this is the case. Trust is key. Ensuring that the
followers know that the leader has their interest at heart and earn their trust. Work to achieve the
vision along with implementing values. Pushing that person without personal gain for self.
Acknowledging and conflicts that are present and dealing with them through self-reflection.
Does servant leadership end the higher you go up in rank?
In the Army you are a leader because of your rank, but as you go higher in rank you
have less interaction with Soldiers. The job becomes more about policy and the responsibility is
much greater. As a Colonel, you lead through others. They become your eyes and your ears. You
are part manager and leader. The manager side works the process, ensure time, people and
money are allocated correctly to achieve the end result. One can be a great manager but lead
unhappy people. At the O6 level, there is indirect leadership to the whole but direct leadership
to a small group. The leader still has a presence among all and he is still involved by being seen
as often as
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possible. “I was a leader, an example of Army values and established relationships with all
ranks” (J. Angevine, personal interview, April 24, 2014).
How hard is it to adopt a servant leadership mentality in the Military?
Servant leadership is established from the beginning when one becomes part of a unit,
assigned a mission and a battle buddy. You are given a battle buddy, assigned a mission and
Soldiers are nurtured and ensured that they are growing and achieving the talents of the
individual while they are trying to achieve the values of the organization. Soldiers as they are
given more responsibility they are trained to care of people while accomplishing the mission.
Not only to do the job but to do it in a way to set the example for others to follow.
Part 3 – Comparison/Contrast
Comparison to the Literature
As a veteran of over 30 year veteran of the Army, J. Angevine has a long history of
leadership and feels servant leadership is important. This is shown not only through his
definition of a leader but also his definition of a servant leader. His views on leadership align
with the research. He described a leader as one whose qualities include: respect for others, being
an example for others, empathy, established standards, self-sacrifice, commitment, loyal,
understanding, trustworthy, vision minded and encouraging. He lives by the Army values that
are taught to all Soldiers during Basic training, loyalty, duty, respect, selfless service, honor,
integrity, and personal courage. For Soldiers servant leadership is taught and lived throughout
their career. Their responsibilities as a leader is part of their duty description, regardless if they
lead one or 100, they are responsible for the health, welfare and training of their subordinates. A
Soldier is successful when the Soldiers they lead are successful. It is not about the one but the
all.
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A Soldier’s leadership is a combination of the four leadership styles described by Blanchard and
Hodges (2003): directing, coaching, supporting and delegating. The leadership qualities are also
in line with the head, heart, hands and habits described by Blanchard and Hodges ( 2008).
Comparison to Group Discussion
The group discussion looked at Greenleaf’s perspective of servant leadership compared
to the Biblical perspective of servant leadership. The comparison found shortages in the
sustainability of Greenleaf’s model. Although Greenleaf’s perspective had biblical qualities, it
was not Christ centered. Greenleaf’s perspective was one of serving others first, so man is the
center. Christian viewpoint puts Christ first. According to Fischer (2010a), true servant
leadership involves acknowledgement that Christ is the controlling factor in our daily lives,
which Greenleaf did not incorporate in his model of servant leadership. Thus, barring leaders to
develop shared efforts and build strong partnerships, which forms the thought “that no man
should have total control” (Fischer, 2010a). Accordingly, Fischer (2010a) concluded that
establishing a covenantal relationship belief creates an understanding that accountability is
mutual amongst all persons, listening to shared viewpoints from others; and establishing open
and active discussions forms separation of powers. This theory of covenant, based in scriptures,
indicates that everyone works for the greater good, focusing on the needs of one another—there
is one goal, not several individual goals (Caldwell, 2005).
The group concluded that the main difference between Greenleaf’s philosophy and
Biblical principle of servant leadership is motivation and spiritual loyalty. Because Greenleaf’s
servant leadership is man centered, man will always continue to be looked at for guidance and
answers. The intentions are great, put others first, serve others, encourage uphold, but it is still
about man. Christ centered approach not only puts Christ first but also helps to transform
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thinking. We are supposed to be servant leaders. Our service is to Christ first and then to others.
We are changed through daily renewal as we align our ways with Christ. If effective leadership
is based on who you follow, then we should be following Christ not man. Once we follow
Christ and make Him the center all of the other servant leader qualities will fall into place.
In looking at the literature research and the leader interview, there is a lot of similarities
in terms of servant leadership, but both lack the Biblical framework. the importance is people,
there is no mention of God. We are to love and serve God before others. Putting others before
God is like making them little gods.
Conclusion
Servant leadership is a novel concept and has a major impact in business. It empowers,
uplifts and encourages those at the bottom of the pyramid to bring them to the top. It touches
those who would normally not be seen to see and reach their potential. The concept is needed in
every industry and has been proven to work. What it does not do is apply biblical principles.
Spears gave ten characteristics of a servant leader, to include: listening, empathy, healing,
awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth of
people and building community. Blanchard and Hodges see the roles of a servant leader as
visionary and implementer. These roles lead like Jesus and lead with their head, heart, hands and
habits. Retired Colonel John Angevine lives a servant life through the core values of the Army.
He is the epitome of a leader through his training in the Military and has carried those values
over to his civilian life. He feels servant leadership is taught in Basic training and is still a part
of who you are regardless of rank. Through the research, interview and group discussion, the
servant leadership principle is very present but the biblical aspect is not present. In order to be a
true servant, we must put Christ first as the center. He never lost sight of His mission and
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acknowledge his Father every step of the way. We must put Jesus first and use His life and
teachings as our example.
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References
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