Leadership is certainly evolving as empathy and mentorship are sought to be important characteristics of a manager in leading innovative and creative teams in today's day and age. Explore how the concepts of Servant Leadership, that originated from Robert Greenleaf's publication "The servant as leader" in 1970, is being adopted by reputable organizations today and challenging the orthodox beliefs of management.

1. Servant
Leadership
Kendis

2. A style of leadership based on the philosophy which
consists of practices and traits aimed at leaders
focusing on the well being of their teams.

3. It is not about you, it
is about your people.
Do not keep the
power, share it
everyone.

4. With the desire to serve, a servant
leader puts other people's needs
above their own and enables their
team to grow, develop and
perform to the best of their
ability.

5. A Servant Leader has an elevated
sense of what the members of the
team really need and how they
should be treated as they have
already been in the position of
serving.

6. In creative environments, the
command and control
methodology is not a good
idea as the teams need the
freedom to experiment and
innovate.
Imposing the teams with
deadlines that are hard to
achieve will have unhappy
teams producing poor quality
of work.
Teams need to be empowered
to make their own decisions
and take full ownership of their
work. But they should not be
protected from facing the
consequences of their actions.
DO WE NEED SERVANT
LEADERSHIP?

7. Attributes of
a Servant
Leader

8. Develops Trust
Compassionate
1
2
Empathetic
3
Constant Motivator
Excellent Listener
4
5
Focuses on building a
community
7
Possess Foresight
6

9. How is Servant
Leadership
Different from
Traditional
Management?

10. Rather than fulfilling personal gains, the servant
leader focuses on the big picture of what needs to
be delivered and how it shall benefit not just the
teams but the entire organization.
FROM DRIVING “SPECIFIC
OUTCOMES” TO INVEST IN
“THE PROGRAM’S OVERALL
PERFORMANCE”

11. A servant leader helps in instilling the belief
that being unable to fulfil the objectives in an
iteration is not an end. They simply move to
the next iteration. The only deadline is for the
large release, not the iterations that drive it.
FROM "DEADLINES" TO
"OBJECTIVES"

12. FROM “KNOWING
THE ANSWER” TO
“ASKING THE TEAMS”
FOR THE ANSWER
A servant leader respects and listens
to the team’s opinion and prefers it
over imposing what they think is
right.

13. A servant leader gives the teams the
space to experiment and finding own
solutions to their problems
FROM “FIXING
PROBLEMS” TO
“HELPING TEAMS TO
FIX” THEMSELVES

14. "The strength of the team is
each individual member. The
strength of each member is
the team."
Phil Jackson

15. For more information
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