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The Essentials of Servant Leadership:: Principles in Practice
The Essentials of Servant Leadership:: Principles in Practice
Servant Leadership:
Principles in Practice
Ann McGee-Cooper, Ed.D.
Duane Trammell, M.Ed.
Revised by Matthew Kosec, M.A.
The Roots of Modern Over the last 50 years, our others in looking at
Leadership Models ways of preparing new leaders connections, relationships,
have stemmed directly from systems, and patterns.
What are the roots of the these roots. For the most part,
predominant leadership we still employ the terms As a result, the leader’s role
models of the 20th century? “manager” and “leader” has changed from that of
Start with the machine interchangeably, with no omniscient boss to that of
metaphor and managers who apparent recognition that coach. In this new business
believed that people in environment, managers find
things are managed, but
organizations should operate that they are more successful
people are led. Leadership
like cogs in a well-oiled in accomplishing their goals
training in MBA courses
machine. Businesses in the when they practice the arts of
continues to rely on a case-
Industrial Revolution sought deep listening, persuasion, and
study approach, in which trust rather than rely on the
workers who could complete students study patterns of how exercise of power. Some
repetitive tasks in the most others solved business describe this transformation as
efficient way possible. To problems in the past. This turning the pyramid of power
that end, factories, railroads, process assumes that if you upside down. Others have
mines, and other companies learn enough from successful termed this new paradigm
adopted a top-down view of case studies, you can match “servant leadership.”
leadership, where those at the your company’s challenges
top—the “head” of the against these templates and
organization—controlled all
A New Kind of
superimpose similar solutions.
the information, made all the
Leadership
decisions. Leaders called However, as the pace of Servant leadership is one
those at the bottom of the change accelerates and the model that can help shift
hierarchy “hired hands,” and world becomes increasingly traditional notions of
rewarded them for conformity complex, many companies leadership and
and unquestioned obedience. must unlearn the mindset of organizations—and prepare
In fact, many viewed any basing the future on the past in companies to face the
questioning of the boss as order to handle emerging challenges of an uncertain
insubordination or grounds for problems that are different future. Robert K. Greenleaf, a
dismissal. from anything they’ve faced lifelong student of
before. organizational change, came
Instead of up with the term “servant
breaking leadership” after reading
issues into Journey to the East by
parts to Hermann Hesse. Greenleaf
understand was reading the book as part
and control, of his effort to help university
today’s leaders deal with the student
leaders must unrest of the 1960s. In trying
learn to step to understand the roots of the
back and conflict, Greenleaf put himself
involve in the students’ shoes and
How Servant Leadership leaders help individuals grow with their jobs. It also
Serves Organizations from being mere hired hands supports eliminating the
to having fully engaged minds “that’s not my job” syndrome.
But what benefits can and hearts. Workers then feel
businesses glean from the safe to widely share the The practices of servant
practice of servant leadership? lessons they’ve learned from leadership challenge some
Servant-leaders naturally mistakes in the spirit of seeing basic assumptions often held
awaken and engage Employee the patterns or systems in all about the roles different
knowledge, build strong that they do. People become people play in helping a
interdependence within and leaders company
beyond the organization’s and The practices of servant achieve
boundaries, truly meet and partners leadership challenge success.
exceed the needs of numerous within When we shift
stakeholders, make wise
some basic assumptions our
the
collective decisions, and team as often held about the roles perspective,
leverage the power of their common
different people play in
paradox. We explore each of management
these capabilities in greater helping a company expressions
detail below. achieve success. such as
together around a shared surrender the ‘me’ for the limited to basketball.
vision. They know that a ‘we.’ As Bill Cartwright puts Consider Herb Brooks, the
team with mediocre talent but it: ‘A great basketball team celebrated coach who led the
high levels of trust can will have trust. I’ve seen monumental upset of the then-
typically far outperform a teams in this league where the Soviet hockey juggernaut by
group of stars trying to players won’t pass to a guy the 1980 United States
outshine each other. Servant- because they don’t think he is Olympic Hockey Team. As
leaders work to build a true going to catch the ball. But a critics pointed out, none of his
community, knowing that great basketball team will young players were
close relationships bring throw the ball to everyone. If recognized as the best of the
people together in tough a guy drops it or bobbles it out world. Brooks was unfazed
times. This approach of bounds, the next time by the criticism: “You're
contrasts sharply with the they’ll throw it to him again. looking for players whose
competitive models that pit And because of their name on the front of the
teammates against each other. confidence in him, he will sweater is more important
have confidence. That’s how than the one on the back. I
Phil Jackson, coach of several you grow.’” Interdependent look for these players to play
world-champion basketball teams succeed because they hard, to play smart and to
teams, knows the importance build confidence in members represent their country.”
of fostering supportive by showing them trust, even Brooks’ team soared to the
relationships among team when a member occasionally unexpected “Do you believe
members. In his book, Sacred “drops the ball.” in miracles?” gold medal
Hoops (Hyperion, 1995), he because an interdependent
writes, “Good teams become Highly successful coaches team focused on the overall
great ones when the members who understand the potential goal will always outperform
trust each other enough to of interdependence is not an assembly of individuals
who lack trust and are only
concerned about their
personal agenda.
called the second Industrial society is to be built, one that managers. Instead, they use
Revolution. He defined this is more just and loving, one crises as opportunities to
new paradigm as one in that provides greater creative coach others and help teams
which businesses find ways opportunity for its people, learn from mistakes. You can
to operate that respect the then the most open course is see the results of servant
finiteness of natural to raise the capacity to serve leadership in some of
resources. His vision, which and the very performance as America’s most interesting
his Employees embraced, servant of existing institutions and progressive companies
was never again to sell a by new regenerative forces (see “Servant leadership at the
square yard of carpet. operating within them.” 100 Best Companies to Work
Instead, the organization for in America”).
challenged itself to lease Making Healthy Decisions
carpeting and then find ways Maintaining a Clear
to achieve 100 percent Too many people in Awareness of Paradox
recycling—“zero to organizations today suffer
landfill!” Ray’s legacy from “hurry sickness.” When “Wholeness is possible only
continues as Interface we focus on doing everything via the coexistence of
embraces Mission Zero. faster than before, our bodies opposites. In order to know
“We’re going for zero. flood with adrenaline. As the the light, we must experience
Mission Zero. Zero effects wear off, we crave the dark.” —Carl Jung
emissions. Zero waste. Zero more of this addictive
Servant leadership operates
oil. It is our promise to substance. To feed this
with a number of paradoxes:
eliminate any negative hunger, we neglect proactive
impact our company may tasks such as coaching, • Two opposing
have on the environment by mentoring, planning ahead, perspectives can be true at
the year 2020. That’s right. and quiet reflection. Instead, the same time.
ZERO oil. It’s a tough we seek out more reasons to • We lead more effectively
challenge since carpet is stay reactive and highly by serving others.
made from oil, and we’re charged.
• We arrive at better
more than halfway there.”
Servant-leaders model healthy answers by learning to ask
Thus, the principles of servant decision-making by taking the thoughtful questions
leadership define profit time to withdraw, to reflect, to rather than providing
beyond financial returns to gather input from a diverse solutions.
include meaningful work, group of stakeholders, and to • We often gain a greater
environmental responsibility, allow experience, intuition, understanding of a
and quality of life for all and wisdom to surface. They situation through fewer
stakeholders. As a result, operate under the premise that words (a metaphor or
Employees feel a deeper “If you want to create story) and learn to build
personal commitment to their sustainable, safe, consistent unity by valuing
work as they truly make the results, slow down!” Servant- differences.
world better in the process of leaders spend far less time in
earning a living. As Robert crisis management or fighting
Greenleaf said, “If a better “fires” than do traditional
What can we learn from the with an easy consensus. They met with a paradox. Now we
concept of paradox? The learn to honor and leverage have some hope of making
main lesson is that there is paradox to ensure sustaining progress."
usually another side to every balance in decision-making,
story. Maintaining an problem solving, and
planning. Where many TDIndustries: Embodying
awareness of paradox alerts us the Art of Servant
leaders feel trapped by
to an opposite and balancing paradox for fear of having to Leadership
truth in most situations that choose between apparent
might otherwise remain opposites, servant-leaders are On average, the companies on
hidden. Servant-leaders know comfortable in paradox. Fortune’s 100 Best
to explore what is not being Servant-leaders may even Companies list operate at
said or what might be seek paradox as they know the approximately 50 percent
overlooked, especially when best course is contained higher return to shareholders
solutions come too quickly or within. As Neils Bohr stated, than do competitors that did
“How wonderful that we have
expand his experience and Associates, Inc. have intimidation confessed his
leadership. worked for initial doubts
over three During the servant about servant
When Bruce went to another
decades to leadership course, leadership.
job at Texas Stadium, David
create and He found it
pitched in by arranging for
gather
each participant difficult to
extra staff to work overtime as
materials, creates a personal change his
needed. David also helped to
DVDs, action plan, choosing words and
assemble roof curbs on his
simulation actions, even
personal time to meet the fast- at least one new skill
games, and when he
track schedule for the football
other to practice from each wanted to.
season. The project came in
resources to Out of
on time and beat the original
create a day- new skill area. frustration,
budget.
long he often fell
These memorable stories are learning experience to back into old behaviors.
examples of the synergy that introduce servant But he asked for help and
results when egos and leadership. Subsequent expressed deep
personal self-interest are growth in servant appreciation for his
replaced by the desire to serve leadership is encouraged coworkers’ patience and
others. Greenleaf understood through three additional support. He explained to
the importance of stepping sessions that teach them, “When I sound the
aside and allowing others to advanced skills. toughest, I’m usually afraid
lead. He advised, “It is because I don’t know how
2. Build a foundation of to get us there. Please hold
terribly important that one
credibility for the servant me accountable when I slip
know, both about oneself and
leadership process. Jack and start bullying. Just
about others, whether the net
Lowe Jr., when he served remind me of my
effect of one’s influence on
as president and CEO, commitment to work
others enriches, is neutral, or
initially introduced every respectfully.”
diminishes and depletes.”
servant leadership class
himself to ensure that each To give the program
Building a Shared Vision of person understood TD further credibility,
Servant Leadership leaders’ commitment to the “sponsors” (servant-
program. As he began to leaders) are selected from
Building a shared vision based plan for his retirement, he the field or office to co-
on servant leadership is an delegated this teach servant leadership
essential piece of TD’s unique responsibility to other classes. Their presence
culture. Here’s how they senior leaders. Each has reinforces the importance
approached this challenge. been candid about his or of the process and links the
1. Build a curriculum of her personal journey, subject matter to real
servant leadership tools. including early skepticism business challenges.
TD and its training and and frequent backsliding. Managers and supervisors
development partner, Ann One senior executive also attend advanced
McGee Cooper and known for using power and refresher courses.
five or more years of service, as the umbrella for everything performance as a leaderful
it was decided we should we did. Internally, this helped organization. One senior
terminate our defined benefit us realize and leverage all leader stated, “If we, each of
retirement plan and ask being on the same team. us, don’t hold ourselves to
Partners to invest a portion of Instead of one part of the high standards of continuous
the distribution back into the company protecting turf, performance improvement
company. A ‘fair share’ Partners began to extend based on our vision, mission,
formula was developed that resources across previous values, we are not being
would have yielded $1.5 boundaries, and we began to accountable to ourselves and
million if everyone leverage a powerful new level our Partners.”
participated. Soon, over $1.25 of interdependence.
million was invested, and the Thus, it isn’t enough to build
company was saved. Some “With this newly discovered an engaging curriculum. If
Partners took a severance flexibility, the company the majority of the Employees
package and left to slim down moved rapidly ahead don’t live and reinforce the
the ranks. We were all and1990–2010 showed high principles of servant
astounded as we literally levels of profitability and leadership, then it won’t be
discovered the power of all productivity, as we built real. “Early on, we worked
pulling together from quality improvement and hard to be respectful and nice
whatever we could contribute. strategic planning on the to each other,” said the same
foundation of servant leader. “But servant
“In 1997, we undertook the leadership. Now we had leadership is far more than
most comprehensive strategic grown trust in ourselves as simply being pleasant. The
rethinking of the company in owners, servant-leaders, and first measure is, do you grow
our history. Once again, trust Partners. We became a the people you lead? Do you
was the foundation for its community of powerful, provide honest, thoughtful
success. We trusting feedback and set expectations
decided to sell But servant Partners.” for meaningful continuous
one regional performance improvement?
leadership is far At TD, leaders
part of our And are they inspired to
business, so more that simply are accountable become servant-leaders?”
we let the for both
being pleasant. The achieving TD’s dual-commitment to
Employees
there choose first measure is, do business profitability and servant
results and leadership has been tested.
the new you grow the people
owner. We modeling For example, one leader
decided to
you lead? servant achieved excellent business
think and act leadership. results, but was leaving
more like one Using 360- behind organizational
company—The Power of degree feedback and other wreckage. In a situation
One. On the surface, we instruments, the organization where many companies may
dropped the separate names of has continued to work to have tolerated poor relational
several parts of our company improve commitment, behavior for the sake of
and began using TDIndustries accountability, and
out to the subs, labor, and high and Customers loyal. will happen when Herb
gate guards.” Much of the media attention retires?” Because most
on the Company focused on people’s view of leadership
Parkland and BARA knew Herb Kelleher, Southwest’s includes a traditional “in-
that waves of talent would be former CEO. Colleen Barrett, charge” hero who wields power
coming on the project across Kelleher’s 1970’s legal and calls the shots, they fail to
the five years. It would be secretary who rose to see that, like TD, Southwest is
important to offer on-boarding President, also gained her own also an abundantly “leaderful”
classes of servant leadership attention and fierce loyalty culture. Herb is and always
to keep the teaming from both Customers and the will be loved. Yet servant
momentum high. ranks of Southwest People. leadership is so deeply woven
into the culture—into the
Kathy Harper, Vice President Kelleher is a natural servant- hearts, minds, beliefs, and
of Clinical Planning offers leader who recruited, behavior of every leader at
inspiration to new team rewarded, and surrounded every level—that it has become
members as they arrive on site himself with a diverse team of Southwest.
and captures the essence of equally committed servant-
servant leadership on this leaders. “I have always Kelleher’s successor, Gary
amazing project: believed that the best leader is Kelly, has not wavered from a
the best server. And if you’re focus on Employees,
“We have a greater
a servant, by definition, you’re explaining the priority should
vision…not just to build the
not controlling. We try to be on Employees, so they can
best hospital in Dallas, but we
value each person individually care for the Customer. For
are going to change public
and to be cognizant of them as sure, Kelly operates in a world
healthcare in this country, and
human beings—not just that is concerned with
nothing less. On the days that
People who work for our profitability, but what is
it gets a little hard, think
Company.” different about Southwest is
about the legacy we are
how they choose to treat their
leaving.” “Your Employees come first. People in pursuing
There’s no question about profitability. There is another
As of 2013, the new Parkland
that. If your Employees are Southwest hallmark that Kelly
hospital is on schedule,
satisfied and happy and has not neglected: “Fun
within, budget and is
dedicated and inspired by LUVing.” Although he has
scheduled to open in 2015.
what they are doing, then they yet to apply Kelleher’s tactic
make your Customers happy of challenging an industry
Southwest Airlines: Keeping and they come back. And that peer to an arm wrestling duel,
Servant Leadership Alive makes your shareholders around Halloween time it is
happy. Think about Customer not uncommon to see Kelly
Our second example of
service. Profit is a by- dressed as a “Kiss” band
servant leadership in action
product.” member or Edna Turnblad
centers on Southwest Airlines.
In the late 1980s, Southwest from “Hairspray!”
One of the questions that
Airlines began receiving people frequently asked about
acclaim for its ability to create Southwest Airlines was, “What
a fun culture and keep energy
The Power of Internal less than their industry environment where you
Motivation average, yet another trait of feel good about what you
servant leadership. do, about yourself, and
As we noted earlier, a true about your position
servant-leader is motivated by Southwest’s Employees are within this Company.
contributing to a collective equally loyal to the Company, But, if I do that, what I
result or vision rather than by Much of this is derived from want in exchange is for
personal recognition, power, the loyalty they feel from top you to do the same thing
or material gain. Very often, a leadership, as evidenced in by offering our
servant-leader purposely now-President Emeritus Passengers – who are our
refuses to accept the perks of a Colleen Barrett’s leadership second Customer in terms
position. So it is with philosophy: of priority – the same
Kelleher and others at kind of warmth, caring,
Southwest. Kelleher had a Our entire philosophy of
and fun spirit (Blanchard
reputation as the most Leadership is quite
& Barrett, 2011).
underpaid CEO in the airline simple: Treat your
industry and was the first to People right, and good Loyalty to the organization
work without pay when things will happen. When and its mission is rampant
Southwest faced serious we talk to our People, we throughout Southwest,
financial threats. For instance, proudly draw a pyramid regardless of organizational
in asking pilots to agree to on the chalkboard and position. People want to feel
freeze their wages for five tell them: You are at the valued and connected to the
years, he froze his own wages. top of the pyramid. You mission of the Company they
are the most important choose to join, and leaders
In fact, all of the Company’s Customer in terms of throughout Southwest find
top leaders are paid well priority. Therefore, I am ways to consistently do this.
below the industry average. going to spend 80 percent It seems that those outside of
As a result, big salaries and of my time treating you Southwest also crave loyalty
attractive perks are not the with Golden Rule and connectedness: In 2012
motivators of this leadership behavior and trying to Southwest received nearly
team. Rather, executives stay make sure that you have 115,000 job applications and
at the Company because they an enjoyable work only hired 2,499!
are making history together.
Their purpose is to connect
People to what’s important in
their lives through friendly,
reliable, and low-cost air
travel. To keep fares low, they
must watch their operating
costs, which include salaries.
But, instead of cutting salaries
on the front lines, the top
leaders at Southwest choose to
serve at salaries significantly
understanding of her 4. Share Power. Ask those so that they can step into
feelings. If you have you supervise or your job? Take time each
accurately heard her, then collaborate with, “What week to develop others to
ask how you could best decisions or actions could I grow into higher levels of
help. Did the person just improve if I had more input responsibility. Give
need a safe sounding from the team?” Delegate colleagues opportunities to
board, or would she like meaningful assignments attend meetings that they
you to help brainstorm that challenge people and would not normally be
solutions? Listen for develop their skills. Plan a invited to. Find projects
feelings (empathizing) as way to get this feedback that you can co-lead and
well as for facts (solving). into your decision-making coach your Partner through
process. Ask thoughtful the process. Introduce
2. Be Authentic. Admit questions that encourage team members to other
mistakes openly. At the people to come up with leaders to show your
end of team meetings, do a ideas and solutions rather respect for their abilities.
“plus (what worked?), delta than offering an answer for Invite others’ concerns,
(what needs improving?)” everything. Appreciate ideas, and challenges.
process check. Be open even those times when Provide honest, thoughtful
and accountable to others others take issue with your feedback and make
for your role in projects position. These moments performance reviews two-
that didn’t go so well. will break down mindless way. Dare to challenge
3. Build Community. Find obedience and encourage self and others with high
ways to show appreciation the risk-taking that leads to expectations. Expect
for those who work with free-flowing collaboration. greatness and provide the
you. A hand-written conscientious coaching that
5. Develop People. What gives others opportunities
thank-you note for a job would happen if you
done well means a lot. A to grow into that
suddenly fell ill and expectation.
servant-leader finds ways couldn’t work for a year?
to thank team members for Have you mentored others 6. Co-Create Shared Vision.
every day, routine work
that is often taken for
granted. Create frequent
celebrations and include
families to build a network
of friendship, fun, and
caring. Enjoying
recreational activities
together helps people get to
know each other in a
broader and deeper sense
and builds a foundation of
trust and friendship critical
in high-performance teams.
Southwest Airline Volunteers help with tornado relief efforts in Oklahoma
20 Copyright © 2001, 2013 Ann McGee-Cooper & Associates, Inc.
The Essentials of Servant Leadership: Principles in Practice
. Further Readings:
Blanchard, Ken and Barrett, Colleen. Lead with LUV: A
Different Way to Create Real Success. FT Press, Upper Saddle
River, New Jersey, 2011.
Cheshire, Ashley, A Partnership of the Spirit. TDIndustries,
Ann McGee-Cooper, Ed.D., is Dallas, TX, 1987.
founder of Ann McGee-Cooper
& Associates (AMCA), a small Frick, Don M. Robert K. Greenleaf: A Life of Servant
team of futurists who specialize Leadership. Berrett-Koehler Publishers, San Francisco, 2004.
in servant leadership, growing Frick, Don M. and Sipe, James W. Seven Pillars of Servant
high performance teams, creative Leadership. Paulist Press, New Jersey, 2009.
solutions, and the politics of
change. Since 1976 including 10 Frieberg, Kevin, and Freiberg, Jackie, Nuts. Bard Press, Austin,
years working directly with 1996.
Robert K. Greenleaf—she and Greenleaf, Robert K. The Servant as Leader. Newton Center,
her Partners have worked to Mass. Robert K. Greenleaf Center, 1970.
understand, become, and grow
servant-leaders. Greenleaf, Robert K. On Becoming A Servant Leader, eds. Don
M. Frick & Larry C. Spears: Jossey-Bass Publishers, San
Francisco, 1996 .
Hesse, Hermann. The Journey to the East. The Noonday Press,
New York, NY, 1956.
Jackson, Phil, Sacred Hoops. New York: Hyperion, 1995.
Jaworski, Joseph. Source: The Inner Path of Knowledge
Creation. Berrett-Koehler Publishers, San Francisco, 2012.
Duane Trammell is COO and co-
founder of Ann McGee-Cooper Kouzes, Jim, and Posner, Barry, The Leadership Challenge.
and Associates, Inc. and has been Jossey-Bass Publishers, San Fransisco, 1987.
partners with Ann for 30 years.
Mackey, John and Raj Sisodia. Conscious Capitalism. Harvard
Business Review Press, Watertown, MA, 2014.
McGee-Cooper, Ann and Trammell, Duane. Awaken Your
Sleeping Genius: A Journaling Approach to Servant Leadership.
Dallas, TX, 1997.
Senge, Kleiner, Roberts, Ross, Smith, The Fifth Discipline Field
Matthew Kosec, Adjunct Partner Book. Currency, Doubleday, New York, 1994.
at Ann McGee-Cooper and Spears, Larry C. (ed.). Insights on Leadership. John Wiley &
Associates, Inc., updated and Sons, Inc. New York, 1998.
revised this article in 2013.
Spears, Larry C. (ed.). Reflections on Leadership. John Wiley &
Sons, Inc. New York, 1995.