Five Characteristics of Servant Leaders (adapted from The Servant Leader by James Autry, 2002)

Robert K. Greenleaf introduced “servant-leadership” into our modern lexicon some thirty years ago.  Greenleaf saw selflessness and goodness as underpinnings of the servant leader.  He also saw the servant leader striving to create beneficial outcomes, not just for the overall mission of the organization, but also for the individuals within the organization.  For example, is each person growing professionally, intellectually, emotionally (and I would add spiritually)?

But how do we build upon this raw concept of “one must serve first?”  James Autry, in his book The Servant Leader, illustrates five characteristics of servant leaders.  By examining these five characteristics, perhaps we can grow to appreciate the servant-leader worldview.

Be Authentic

This is not as easy as one might first imagine.  We live in a world where people are expected to act in certain ways.  But the servant leader is a real person—nothing phony about him or her.  Thus, one sees a servant leader as a person who “clarifies” versus  one who “obfuscates.”  He looks individuals straight in the eye and speaks unambiguously.  Her moods are consistent; not one style for the good times and another for bad times.  And this authenticity is built on a moral foundation (after all, there are, in fact, authentic rascals in the marketplace).  Even rugged individualists hewn from our American culture love to follow those that are good and just and genuine. 

Be Present

This involves bringing all the servant leader’s values to bear on the work at hand.  As a servant leader, you must strive to “be there totally” when others interact with you.  In the midst of crisis, the servant leader reacts with poise, an even temperament and a focus that tends to calm and encourage others.  Autry suggests that the servant leader can cultivate this characteristic of “being present” by having regular times of silence built into his life.  A period of simple quiet can bring life back into clarity after times of confusion.  (As an aside, my oldest granddaughter was visiting us over the weekend and asked if she could join me one morning in my quiet time.  Needless to say, her definition of quiet time was quite different from mine.  Amidst our supposed silence, she chattered on and on about all the things that are important to 7-year old girls.  Later in the day I reflected on the morning’s “quiet time” and wondered if I don’t do the same with my Heavenly Father.  I read and think and pray, but seldom do I pause and do nothing but remain quiet before the LORD.  I need to work on that—a lesson learned from my granddaughter.) 

Be Vulnerable

Being vulnerable is not a natural human characteristic.  Our sinful pride leads the charge daily as each of us tends to cover our mistakes.  But a servant leader does in fact admit mistakes.  The words “I’m sorry” are not foreign to this type of leader.  Being vulnerable also means that the servant leader must take the heat many times when the view he or she holds is not the view held by the majority.  As a result, servant leaders may open themselves up to unjust ridicule from others.  But this leader, knowing that she cannot control the response from others, continues to hold herself responsible for the way in which she responds.  Bitterness holds no sway in the mind and heart of the servant leader.  There’s just no room for it. 

Be Accepting 

Here we must be specific.  Servant leaders accept people, not necessarily their ideas, values or behaviors.  This goes far beyond merely “approving,” according to Autry.  Accepting creates a sense of welcome where all within the servant leader’s influence feel relaxed and safe.  The servant leader does not see subordinates, but equals.  There is no “us and them” attitude.  What forms is a “we” culture.  In this atmosphere one can see collegiality evolve as each person realizes his importance and value.  It is not as though the servant leader “descends” to those reporting to her.  Instead, her work associates “ascend” as the servant leader raises everyone else up. 

Be Useful 

If we as managers are to be useful, we must learn to serve.  How strange this must sound to those who have been trained by our culture to strive to become “the boss” because others serve the boss.   But to be truly useful requires a tremendous change of heart.  The “boss” in fact is in a wonderful position to help colleagues in all aspects of their work.  By being warm and open, by understanding each staff person, by making peace at the first sign of hostility between others, by humbly providing all that employees need to perform with excellence—the list goes on and on.  By first being and then doing, a servant leader is useful. 

The Test 

Am I a servant leader?  Here is one test to answer that question.  Do those I serve grow as persons?  Do they, while being served, become healthier, wiser and more likely themselves to become servants?  If so, then I need to thank Him Who created me for showing me the greatest thing that a leader can do—and that is, to love. 

Keith 

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