How Does Servant Leadership Deviate From Other Leadership

How Does Servant Leadership Deviate From Other Leadership Theories Or

How does servant leadership deviate from other leadership theories or philosophies? For example, Jim Collins talks about Level 5 leaders. How does this deviate from other leadership philosophies? How do you think Steven Covey's concept of “seeking first to understand and then to be understood” would make a difference in your leadership style? Name 2 leaders that you think exemplify servant leadership, or discuss these 2 specific traits from Covey and Collins, and state why you believe they exemplify servant leadership.

Paper For Above instruction

Servant leadership represents a distinctive approach to leadership that emphasizes prioritizing the needs of others, fostering growth, and serving with humility. Unlike traditional leadership models that often emphasize authoritative power, control, or hierarchical dominance, servant leadership champions the idea that true leadership arises from a desire to serve others first. This philosophical deviation is evident when contrasting it with mainstream leadership theories such as transformational leadership, transactional leadership, and once-centric models like those proposed by Jim Collins with his concept of Level 5 Leadership.

Jim Collins’ Level 5 leadership delineates a style characterized by a blend of humility and fierce resolve, which aligns somewhat with servant leadership yet diverges significantly in its emphasis. Level 5 leaders are often seen as highly ambitious, primarily for the organization rather than themselves, often deploying strategic insight and tenacity to achieve results. While both models value humility, Level 5 leaders are distinguished by their focus on results and organizational greatness, sometimes at the expense of the servant leader’s intrinsic focus on the individual’s growth and well-being. In contrast, servant leaders prioritize serving their followers and fostering a community-oriented atmosphere, often viewing organizational success as a byproduct rather than the primary goal.

Steven Covey’s principle of “seeking first to understand, then to be understood” embodies a core tenet of empathetic and effective communication that profoundly impacts leadership style. This approach shifts the focus from self-promotion or authoritative directives to active listening and genuine comprehension of others’ perspectives. In leadership, this fosters trust, enhances team cohesion, and creates an environment where followers feel valued and understood. By practicing this principle, leaders can build stronger relationships, resolve conflicts more effectively, and cultivate a culture of mutual respect and collaboration. In my personal leadership style, incorporating Covey’s concept would ensure I listen empathetically before offering solutions, thereby fostering an inclusive environment and encouraging diverse viewpoints.

Two leaders often cited as exemplars of servant leadership are Mahatma Gandhi and Nelson Mandela. Gandhi epitomized servant leadership through his unwavering commitment to nonviolent resistance, humility, and service to India's independence movement. His leadership was rooted in the genuine desire to serve others and promote social justice. Similarly, Nelson Mandela demonstrated servant leadership through his perseverance, humility, and dedication to reconciliation after enduring decades of imprisonment. He prioritized national healing over personal revenge, emphasizing unity and collective progress.

In addition to these leaders, traits from Covey and Collins further illuminate examples of servant leadership. Covey’s emphasis on understanding others aligns with Mandela’s approach of empathetic reconciliation and Gandhi’s nonviolent persuasion. Collins’ attribute of humility complements Mandela’s humility and Gandhi’s modesty, traits critical to successful servant leadership. These leaders exemplify the principles of service, empathy, humility, and perseverance, demonstrating that leadership rooted in service and genuine concern for others tends to foster enduring respect, loyalty, and positive societal change.

References

• Greenleaf, R. K. (1977). The Servant as Leader. Center for Applied Studies in Leadership.
• Collins, J. (2001). Good to Great: Why Some Companies Make the Leap...And Others Don’t. HarperBusiness.
• Covey, S. R. (1989). The 7 Habits of Highly Effective People. Free Press.
• Parris, D. L., & Peachey, J. W. (2013). A systematic literature review of servant leadership theory in organizational contexts. Journal of Business Ethics, 113(3), 377-399.
• Spears, L. C. (1998). Insights on leadership: Service, stewardship, spirit, and servant-leadership. John Wiley & Sons.
• Gandhi, M. K. (1948). The story of my experiments with truth. Navajivan Publishing House.
• Mandela, N. (1994). Long walk to freedom. Little, Brown and Company.
• Laub, J. A. (1999). Assessing the impact of servant leadership on organizational performance. University of San Diego.
• Sendjaya, S., & Sarros, J. C. (2002). Servant leadership: Its nature and dimension. The Leadership Quarterly, 13(3), 375-396.
• Spears, L. C. (2010). Reflections on leadership and its role in servant leadership. Leadership & Organizational Development Journal, 31(8), 767-780.