Neves, Aerin Paulina

FDNMANP K33
Reflection on Who is my ideal servant leader?

What We Want: A Listener And A Mentor

Who is my ideal servant leader? That’s a tough question as there is so much to consider.
So let’s first ask: what is a servant leader? While this is a subjective question, there is a
philosophy by Robert K. Greenleaf that defines this type of leader. In his 1970 book, “The
Servant as Leader,” he popularized the term “servant leadership,” stating that it is a style of
leadership that prioritizes the uplifting of employees and fostering growth and inclusivity in the
organization (White, 2022). While they bear the responsibility of ensuring employees’
performances are up to standards and bring benefit to the company, they are also there to be of
assistance to employees, listening to their concerns and caring for their well-being. Servant
leaders are expected to put people first to cultivate commitment and engagement within the
organization (White, 2022).

As we now know what a servant leader is, we can now answer the first question, “Who
is my ideal servant leader?” To answer, my ideal servant leader is someone who possesses these
ten characteristics outlined by Larry Spears (2010), former president of the Robert K. Greenleaf
Center for Servant Leadership: listening, empathy, healing, awareness, persuasion,
conceptualization, foresight, stewardship, commitment to the growth of people, and building
community. Upon reading his article, I decided my ideal servant leader must possess these
qualities as they must be able to make decisions and promote practices that primarily put
employees first and then enhance company image.

Listening. They must be a good listener in order to have effective communication and
connection with stakeholders, especially employees. This is so they can properly identify and
assess the situation of the group, allowing them to have a clear understanding during
decision-making.

Empathy. For me, a servant leader must be able to empathize with others, especially in
situations where the parties involved have their unique stances and reasons. It is important that
they acknowledge the good intentions of people and show care when refusing, as this could
foster acceptance and open-mindedness in the workplace.

Healing. Mending relationships, whether with others or with oneself, is part of the
responsibilities of a servant leader. Tension and toxicity are not healthy for the movement and
performance of the workforce. Therefore, it is up to them to help heal wounded relationships
that not only affect an employee’s performance but also their health and well-being.

Awareness. This characteristic aids the servant leader in understanding issues within the
organization and curating effective long-term solutions. They must always be knowledgeable of
what has happened and what currently occurs, having to be “sharply awake” so they can view
situations in a holistic manner.

Persuasion. In servant leadership, persuasion beats positional authority. It is not about

coercing or bossing around employees but convincing and educating them on what actions
need to be taken. A servant leader must prioritize building consensus with their team and
promote conscious decision-making.

Conceptualization. Going above and beyond and being bold enough to take risks are
vital to a servant leader. With discipline and practice, they must be able to curate long-term
goals and solutions that denote a certain direction the organization must follow. While looking
ahead, they must also consider day-to-day operations.
 Foresight. A servant leader must have the ability to realize and interconnect past
lessons, present realities, and future consequences. Their intuition should be strong enough to
predict outcomes and anticipate needs so as to be prepared for whatever happens.

Stewardship. As the name bears, a servant leader must first and foremost commit to
serving others. By this, their role encourages them to think of the greater good of the
organization and accommodate the needs of others.

Commitment to the growth of people. With the mission and commitment to prioritizing
the well-being of employees and other stakeholders, a servant leader must see the intrinsic
value of their employees beyond work contributions. They must hone people’s potential to
grow in their careers and as a person, giving attention and care to each member of the group.
As each one grows, the entire organization grows as well.

Building community. To foster growth and development as a whole within the

organization, a servant leader must be able to build community among the workforce. They
should be able to identify the best means to accomplish this to ensure effectiveness and
efficiency.

Lastly, alongside said characteristics, my ideal servant leader must be a person with good
principles and values so that they are always guided to do the right thing and lead with a
righteous heart, enhancing workplace performance and caring for people’s well-being.
 References
Spears, L. C. (2010). Character and Servant Leadership: Ten Characteristics of Effective, Caring

Leaders. Journal of Virtues & Leadership, 1(1).

https://www.regent.edu/acad/global/publications/jvl/vol1_iss1/Spears_Final.pdf

White, S. K. (2022, February 28). What Is Servant Leadership? A Philosophy for People-First

Leadership. SHRM.

https://www.shrm.org/executive-network/insights/servant-leadership-philosophy-peopl

e-first-leadership