Servant Leadership – Putting People First

Metaphorically speaking, a structural shift has been noticed in the post-Covid business world. The way most companies have successfully navigated a crisis speaks volumes about their ability to handle a crisis of this magnitude. There’s also good credit for how the company has repurposed itself and operated through a combination of technology and innovation. Special honors are awarded to leaders who come forward and demonstrate exemplary leadership. One concept that gained attention during this period was ““Servant Leadership” In this case, the common pyramidal corporate hierarchy has been reversed, and a new one has been proposed that places employees at the top and leaders motivate them from the bottom.

Leaders in this structure have a service-first mentality and aim to empower those who work around them.They believe in serving rather than commanding, show humility rather than wielding one-sided authority, and Focus on the needs of others before your own. They take care of the team’s professional and personal goals, involve them in the decision-making process, and build a sense of belonging. Notably, this leads to higher engagement, more trust, and stronger connections between team members and other stakeholders. In short, a Servant Leadership Behavior Beyond The transactional aspects of management and strive to align the employee’s sense of purpose with the company’s mission.

The term “servant leadership” was first coined by Robert K. Greenleaf in his 1970 article, ‘Servant as leader’. However, it is a pattern that people have used for centuries and its roots can be traced back to the notes of Chinese philosophers in the 5th century BC.

some dominant features servant leader Display is:

1. Good listening skills and observation of non-verbal cues. These instilled qualities can help a person read any situation or problem better and more clearly.
2. pity: Valuing the perspectives of others and caring about them helps leaders build trust and rapport.
3. Healing: Servant leaders should support their teams both physically and mentally. They should focus on the overall health of those they lead.
4. Awareness: One should be aware of the inherent strengths and weaknesses of knowing. It is the ability to introspect, examine emotions and understand how their actions affect those around them.
5. Persuasion: Effective use of persuasion—rather than authority—to encourage people and build consensus around decisions is a hallmark of servant leadership.
6. Conceptualization: This trait is related to a person’s abilities ‘Dream big dreams’ And lead members beyond the mundane into ambitious realms.
7. Foresight: The ability to predict the future from past experience and to predict the future by identifying what is currently happening. Servant leaders need to keep their eyes on the crystal ball and whistle on issues that may affect the organization.
8. Governance: It’s about a leader’s commitment and responsibility to their team, as full responsibility for what happens in the company, ultimately rests with them.
9. Promote growth: Servant leadership should sincerely strive for the personal and professional development of team members.
10. Building a Community: Foster a sense of kinship by weaving the diverse workforce into a community of equals within an organization.

Understand a strong value proposition servant leadership As foreshadowing in the current circumstances, it is also important not to overlook the disadvantages by compromising its advantages.just like any other leadership style servant leadership There are also some disadvantages, such as:

• Servant leadership can be seen as “weak” or “lazy”
• If the will is not strong, they can be influenced by manipulators
• They should have the strength to endure emotional bullying from those who seek help
• They should be competent enough to draw the line and not overempower incompetent employees, if noticed.

In conclusion, it is worth noting that servant leader Supposed to be both a servant and a leader, becomes a person who can vacillate skillfully between the two roles depending on the situation.

(The views expressed here are personal)

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Sabyasachi Dutta

(Country Managing Director of a British multinational company in India)

(About the author: A corporate executive with over 20 years of global corporate experience, writing is Sabyasachi’s passion. He writes on popular management and leadership topics.)