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Servant leadership is a leadership philosophy in which the goal of the leader is to serve. This is different from traditional leadership where the leader's main focus is the thriving of their company or organization. A servant leader shares power, puts the needs of the employees first and helps people develop and perform as highly as possible. Instead of the people working to serve the leader, the leader exists to serve the people. As stated by its founder, Robert K. Greenleaf, a servant leader should be focused on "Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants?" When leaders shift their mindset and serve first, they benefit as well as their employees in that their employees acquire personal growth, while the organization grows as well due to the employees' growing commitment and engagement. Since this leadership style came about, a number of different organizations including Starbucks and Marriott International have adopted this style as their way of leadership. According to a 2002 study by Sen Sendjaya and James C. Sarros, servant leadership is being practiced in some of the top-ranking companies, and these companies are highly ranked because of their leadership style and following. Further research also confirms that servant leaders lead others to go beyond the call of duty. History Before the modern popularity of the concept of "leadership", the autocratic enlightened absolutist King Frederick II ("the Great") of Prussia (r. 1740–1786) famously portrayed himself as "the first servant of the state". The roots of the concept can be seen in much earlier texts. For instance, the Bible contains the following teaching of Jesus Christ: And Jesus called them to him and said to them, "You know that those who are considered rulers of the Gentiles lord it over them, and their great ones exercise authority over them. But it shall not be so among you. But whoever would be great among you must be your servant, and whoever would be first among you must be slave of all. For even the Son of Man came not to be served but to serve, and to give his life as a ransom for many." Robert K. Greenleaf first popularized the phrase servant leadership in "The Servant as Leader", an essay published in 1970. In this essay, Greenleaf explains how and why he came up with the idea of servant leadership, as well as defining a servant leader. Greenleaf gave this idea an extensive amount of thought before bringing it to life. Larry Spears, CEO of the Greenleaf Center for Servant Leadership, stated in an interview: "Greenleaf credited his reading of Hesse's 1932 book, Journey to the East, as the personal source of inspiration in his coining the term, 'servant-leader' in his 1970 essay, The Servant as Leader." In Journey to the East, the main character, named Leo, is a servant just like all the others. All the servants work well together, until one day when Leo disappears. When the servants realize that things are not the same without Leo, they came to the realization that Leo was far more than a servant – he was actually their leader. Greenleaf came to the realization that a newfound leader should be someone that servants or workers can relate to. Leo was seen as a servant, but when the other servants realized that things fell apart without him, he became far more than just a servant to them. This is Greenleaf's idea of what a servant leader should be. Greenleaf first put his idea of servant leadership to use in an organizational sense while he was working as an executive at AT&T. Servant leadership entered the arena of research in 1998 with the publication of the first peer-reviewed servant leadership scale, and since then, over 270 peer-reviewed articles have been published across 122 academic journals. The year 2008 was a significant year in servant leadership research with the publication of two seminal papers by Sen Sendjaya, James C. Sarros, and Joseph C. Santora as well as Liden, Wayne, Zhao, and Henderson, and the first publications using Ehrhart's (2004) measure. Greenleaf's original formulation The most important characteristic in being a servant leader, according to Greenleaf, is making one's main priority to serve rather than to lead. According to Ginny Boyum, Greenleaf proposed that servant leaders should serve first, make the needs of others their main priority, and find success and "power" in the growth of others; summarily, "A servant can only become a leader if a leader remains a servant". In simpler terms, servant leaders should seek to be servants first, to care for the needs of all others around them, to ensure growth of future leaders. These traits indicate one is a servant leader because, overall, they are causing the ones they serve to become healthier and wiser, guiding others toward self-improvement. Eventually, the served are driven to possess the traits of a servant leader as well, continuing the spread of the leadership style. Greenleaf believed the betterment of others to be the true intention of a servant leader: "I serve" in opposition of the traditional "I lead" mentality. The "I serve" mentality is evident in politicians who define their role through public service. From the "I serve" mentality come two premises: I serve because I am the leader, and I am the leader because I serve The first premise signifies the act of altruism. Altruism is defined as the belief in or practice of disinterested and selfless concern for the well-being of others. Greenleaf declares that servant leadership begins with the natural feeling of wanting to serve first. The act of leadership is in the context of serving others and to serve others. Only through the act of serving does the leader lead other people to be what they are capable of. The second premise of servant leadership ("I am the leader because I serve") begins with a rooted ambition to be a leader or personal ambitions of a leader. Greenleaf's definition left much room for speculation because it lacks specifics. Servant leadership is handled throughout the literature by many different dimensions. Servant leadership represents a model of leadership that is both inspirational and contains moral safeguards, and in their paper, Mulyadi Robin and Sen Sendjaya proposes that servant leadership serves as a holistic paradigm for leadership as not only is it transformative and ethical, but also engages followers in workplace spirituality. Despite several conceptual papers on the topic of servant leadership, there is no consensus on empirical research for the servant-leadership construct until a state-of-the-art review published in 2020 by Nathan Eva, Mulyadi Robin, Sen Sendjaya, Dirk van Dierendonck, and Robert C Liden in the Leadership Quarterly. Formulations after Greenleaf Scales and servant leadership extensions Numerous different researchers and leadership experts have created scales and dimensions to differentiate.... Discover the Ken Jennings John Stahl Wert popular books. Find the top 100 most popular Ken Jennings John Stahl Wert books.