Your Opinion: Are There Risks Associated With Servant

In your opinion, are there any risks associated with servant leadership? List and briefly explain two risks. Is it possible to practice servant leadership in a computer-mediated environment?

Servant leadership, as discussed in Northouse’s "Leadership: Theory and Practice" (2016), emphasizes prioritizing followers' needs, empowering them, and fostering their development. While this leadership style offers many benefits, it also involves certain risks that organizations must consider. Two notable risks include the perception of weakness and followers misinterpreting kindness as a lack of authority.

Firstly, one significant risk associated with servant leadership is that it may be perceived by others as a form of weakness or lack of decisiveness. Because servant leaders focus on nurturing and supporting their team members, some may interpret their actions as softness or an inability to make tough decisions. This perception can be exploited by more aggressive or authoritative leaders within the organization who prioritize personal gains or command-and-control tactics (Northouse, 2016, p. 371). Such perceptions might undermine the leader's authority and diminish their effectiveness, especially in competitive or high-stakes environments where assertiveness is valued.

Secondly, there is also a risk that followers may misinterpret the kindness and support provided by servant leaders as weakness or lack of professionalism. Employees used to hierarchical and directive leadership styles might view nurturing behavior as a sign that the leader is indecisive or lacks authority, which could erode respect and trust. This misconception may hinder the leader’s ability to influence or motivate followers effectively, particularly if followers expect a more traditional, authoritative approach (Stone, 2004). Such misunderstandings emphasize the importance of context and communication in implementing servant leadership successfully.

Regarding the practice of servant leadership in a computer-mediated environment, such as virtual teams, it is indeed possible but presents distinct challenges. In digital settings, establishing trust, empathy, and emotional connection becomes more complex due to the absence of physical cues like body language, eye contact, and tone of voice. Northouse (2016) notes that non-verbal communication plays a crucial role in conveying trust and support, which are fundamental aspects of servant leadership. Therefore, practicing servant leadership virtually requires deliberate efforts to foster open communication, transparency, and online emotional support. Leveraging technology, such as regular video calls and active listening, can help overcome these challenges, although the depth of relational connection may not match face-to-face interactions.

In conclusion, while servant leadership offers significant advantages, it is not without risks such as perceptions of weakness and potential misunderstandings by followers. Moreover, adapting this leadership style to virtual environments demands intentional strategies to maintain trust and support. With the right approaches, servant leadership can be effectively exercised in both physical and digital contexts, fostering a positive organizational culture grounded in trust and empowerment.

References

• Northouse, P. G. (2016). Leadership: Theory and Practice (7th ed.). Sage.
• Stone, A. G. (2004). Transformational versus servant leadership: a difference in leader focus. The Leadership and Organizational Development Journal.
• Eva, N., Robin, M., Sendjaya, S., van Dierendonck, D., & Liden, R. C. (2019). Servant leadership: A systematic review and call for future research. The Leadership Quarterly, 30(1), 111-132.
• Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power and greatness. Paulist 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), 377-392.
• Liden, R. C., et al. (2014). Servant leadership: Development of a multidimensional measure and multi-level assessment. The Leadership Quarterly, 25(1), 153-177.
• van Dierendonck, D. (2011). Servant leadership: A review and synthesis. Journal of Management, 37(4), 1228-1261.
• Parris, D., & Peachey, J. (2013). A systematic literature review of servant leadership theory in organizational contexts. Journal of Business Ethics, 113(3), 377-392.
• Johnson, G., & Duberley, J. (2016). Understanding Management Research: An Introduction to Epistemology. Sage Publications.
• Barling, J., & Amponsah-Tawaih, A. (2016). Developing servant leadership among managers: Implications for research and practice. Leadership & Organization Development Journal, 37(2), 278-290.