“Don’t believe everything you think. Our minds are thought-creating machines. Most of these thoughts are fear-based. Our authentic self has the power to pick the thoughts that best serve us and those we lead.” ― Henna Inam, Wired for Authenticity: Seven Practices to Inspire, Adapt, & Lead

1. Servant – Leadership
An Introduction to the Power of Leadership
Through Service
Seta A. Wicaksana - Founder and CEO
www.humanikaconsulting.com

3. Topics
• Introduction
• Define Leadership and servant
leadership
• Servant-leadership, paradox?
• Translating the concepts into real-
world practice
• Characteristics
• In Practice: Translating the
concepts into real-world practice
• Impact of Servant Leadership
• References
An overview of the topics we
will cover

4. Introduction:
WHY SERVANT LEADERSHIP

5. Introduction: Why Servant Leadership
• Liden et al. (2014) note that
servant leader’s focus on
providing support to their
followers - support that is
both tangible and emotional
- and consequently, this
allows followers to achieve
their maximum potential.
• Servant leadership has been
linked to higher employee
trust and fairness
perceptions, as well as
employee loyalty (Van
Dierendonck, 2011).

6. • This person oriented attitude makes
way for safe and strong relationships
within the organisation, and it leads
to a commitment by the servant
leader to the growth of individual
followers, and even the personal
growth of followers, and a
responsibility to the community and
organisation (Reinke, 2004).
• While there are positive links found
between servant leadership and
employee outcomes (see Parris &
Peachey, 2013; Van Dierendonck,
2011).
Introduction: Why
Servant Leadership

7. • Barbuto and Wheeler (2006)
found servant leadership was
positively related to extra effort,
effectiveness and satisfaction.
• it is suggested that the influence
of servant leadership on more
core employee outcomes like job
satisfaction and engagement,
might work through a mediated
mechanism. Empirical evidence
has shown that a leaders’ servant
leadership style is positively
related to firm performance,
employee performance,
employee creativity and
customer service behaviours,
and negatively to turnover
intentions (Liden et al., 2014)
Introduction: Why Servant Leadership

8. • In a multi-level study, Liden et al. (2008)
found servant leadership was positively
related to organisational commitment,
in-role performance, and citizenship
behaviours towards the community. In
their multi-level modelling, these effects
were over and above those of
transformational leadership and leader-
member exchange, highlighting the
unique contribution servant leadership
made to these outcomes.
• Ehrhart (2004) found positive links
between servant leadership and two
types of organisational citizenship
behaviours – including both self-rated by
employees and their supervisors.
Introduction: Why Servant Leadership

9. • Chen et al. (2013) argued that
servant leadership promotes
employees’ spiritual
development, wellbeing, and
work outcomes, such that they
start to become more engaged,
open-minded, patient and
considerate in the workplace.
• Panaccio et al. (2015) found
servant leadership was positively
related to psychological contract
fulfilment, interpersonal helping,
initiative, and innovative
behaviours.
Introduction: Why Servant Leadership

11. Define
Leadership and
Servant
Leadership

12. Leadership
• What is the root cause of most challenges in
companies today?
A. Lack of technology
B. Lack of available cash
C. Lack of leadership
D. Lack of efficient processes or
strategies
• Are effective leaders born or made?
12

13. Leadership Styles
• Heroic - unplanned crisis
• Courageous – bold
• Authentic - transparent
• Laissez Faire – hands off
• Autocratic – top down
• Participative – empowerment
• Situational – changes
• Emergent – new leader
• Transactional – by the rules
13
• Transformational – change agent
• Strategic – competitive
• Team – collaboration
• Facilitative – consensus
• Cross cultural –
diversity/inclusion
• Coaching – teach and train
• Level 5 – good to great
• Servant – others first

15. Leadership is
the process of influencing,
either directly or indirectly,
individuals, groups and organizations toward accomplishing their goals.
Based on a definition by Roach and Behling (1984)
• Shared social influence process
• Purposeful
• Not restricted to a person in particular
• Followers are part of leadership process
• Can be either direct or indirect

16. Influence = To affect change in
thinking, action, attitude;
Also = Changes in policies,
structures, culture and strategy.
COMMON
GOAL
FOLLOWERS
LEADER
Leadership Defined

17. Achieving
Results
Developing Relationships
Dual Focus of Leadership

18. Interactive Leadership Model
Based on the work of Hollander (1978) and Hughes, Ginnett & Curphy (1993)
Leader
Teacher, Advisor
Colleague
Followers
Students, Colleagues
Situation
Macro/Micro
University Advising
Leadership Space & Outcomes
• Results
• Satisfaction

20. The Difference Of Leadership’s Style And
Servant Leadership
• Leadership thus becomes the possibility to serve others
and as such, serving and leading become almost
interchangeable. Furthermore, the servant leader
approach is governed by creating within the organisation
opportunities to help followers grow (Luthans & Avolio,
2003). Importantly, a servant leader is genuinely
concerned with serving followers (Greenleaf, 1977;
Stone, Russell & Patterson, 2004).
• Servant leadership focuses on the humble and ethical use
of power, cultivating a genuine relationship between
leaders and followers and creating a supportive and
positive work environment (Wong & Davey, 2007).

21. • Recently leadership studies have moved away from a singular focus on the
role of heroic leaders, such as transformational leaders, towards garnering
an understanding of the importance of strong, shared and relational
interactions between leader and followers (Avolio, Walumbwa, & Weber,
2009).
• This interaction is, to a large extent, the rationale of servant leadership,
where the leaders’ role is to build relationships to ensure followers are
able to be the best they can be (Van Dierendonck, 2011).
• This person oriented attitude makes way for safe and strong relationships
within the organisation, and it leads to a commitment by the servant
leader to the growth of individual followers, and even the personal
growth of followers, and a responsibility to the community and
organisation (Reinke, 2004). While there are positive links found between
servant leadership and employee outcomes (Parris & Peachey, 2013; Van
Dierendonck, 2011).
The Difference Of Leadership’s Style And
Servant Leadership

22. • Most types of leadership concentrate on the well being
of the organization while in servant leadership the
focus is on followers who are considered to be the
most important (Kool & Dierendonck, 2012 as cited in
Taleghani & Mehr, 2013).
• The focus of the servant leader is on meeting the
needs of the employees and not on fulfilling the
leader’s needs. It is a leadership style that places great
emphasis on the personal development and
empowerment of followers (Thakore, 2013).
The Difference Of Leadership’s Style And
Servant Leadership

23. Three approaches to gaining
influence:
• Pathos: (Emotional) Awakening
emotions in others; making an
emotional appeal, using vivid
and emotional language.
• Logos: (Word) Use of logic to
support a request: facts,
statistics.
• Ethos: (Character) The credibility
of the person attempting to
influence.
It Goes Back to Aristotle

24. What is Servant
Leadership?
Servant leadership is a set of
principles and practices that turn the
traditional “power leadership” model
upside down, creating higher
performing people and a more caring
world.
As servant leaders, our purpose is to
serve those who follow:
to inspire and equip those we
influence.

27. Servant Leadership
“Good leaders
must first become
good servants.”
Robert Greenleaf
1904-1990
• Originated in the writings of Robert
Greenleaf (early 1970s)
• Paradoxical – both service and influence
oriented, seems counter-intuitive
• Views service as an end, not solely as a
means to other organizational outcomes
• Aligned with other leadership theories
e.g. “authentic”, “transformational”
• Different conceptualizations, e.g. trait vs.
behavioural
• Applicable across different organizational
roles/types
• Context is important
• Can be learned and developed

29. Robert. K Greenleaf
Largely considered the father of modern Servant-Leadership
Career:
• 38 Years at AT&T, largely in management training and
development
• 25 Years consulting on Servant Leadership thereafter
• Coined the term Servant-Leader in 1970’s
• Founded Center for Applied Ethics (now Greenleaf
Center for Servant-Leadership)
Inspiration:
• Hermann Hesse’s short novel Journey to the East in
1960’s
• Account of a mythical journey by a group of
people on a spiritual quest
• True leadership stems first from a desire to serve
Essays:
• The Servant as Leader (1970)
• The Institution as Servant (1972)
• Trustees as Servants (1972)

30. Post –Greenleaf
Following Greenleaf, a wealth of Servant-Leadership experts emerged
Larry Spears:
•President / CEO of Greenleaf center for 25 years
•Author of hundreds of publications on Servant-Leadership
•Founded the Spears Center
James Autry:
• President of magazine group for Meredith Corporation
• Author of 8 Books
• Focus on implementation
James C. Hunter:
• 25 Years in Servant-Leadership
• 2 of the most popular books on Servant-Leadership
• Consulted many of the world’s most admired companies
Others: Ken Blanchard, Stephen Covey, Peter M. Senge, Jim Collins….

31. “The servant-leader is servant first. It begins with the
natural feeling that one wants to serve. Then conscious
choice brings one to aspire to lead. The best test is: do
those served grow as persons; do they, while being
served, become healthier, wiser, freer, more autonomous,
more likely themselves to become servants?”
-Robert Greenleaf
Measuring Success
“Servant-Leadership is a simple idea; those who serve
first and then choose to lead can make the biggest
difference in an organization, and in peoples’ lives.”
-Don Frick Greenleaf, Biographer

33. Servant Leadership and Innovation

35. Servant-leadership,
paradox?

36. Servant-leadership, paradox?
“Servant” and “leader”
usually thought of as
opposites
– Both logical and intuitive
– The process of balancing
the two concepts is not
either/or, but both/and

37. Paradoxes
Servant-Leadership, itself a paradox, requires a constant balance…
Strong Be Open To Change
Busy Listen
Admit You Don’t KnowWise
Serious Laugh
Right Say, “I’m Wrong”
Compassionate Discipline
Planned Be Spontaneous
Great Be Without Pride
Leading Serve
Enough To

38. Examples of Balance
Great Enough to be Without Pride
• Team gets the credit, you get the blame
Compassionate Enough to Discipline
• Must not be soft – set high expectations and
follow through
Right Enough to Say, “I’m Wrong”
• Leaders make mistakes too, admit you are
human
Wise Enough to Admit You Don’t Know
• Find out quickly, but do not mislead
Busy Enough to Listen
• Beware the busy manager – they do not
lead
Paradoxes are not easy to balance. Here are a few examples…

39. Greatest Paradox
Leading Enough to Serve
Focus on the Organization
Humble, no ego or pride
Emphasize the role of others in success
Accept responsibility in failures
Constantly seek opportunities for improvement
Roll up your sleeves
Stress what is best for the organization, not the few
360° Support
Listen to Stakeholders
No job too big, no job too small
Participate, listen and build consensus to lead, not manage
Far more…
Just a few of the underlying paradoxes inherent in service and leadership…

40. In Practice:
Translating the concepts
into real-world practice

42. Servant Leadership in
Practice…
Your focus
 A way of seeing
 Putting on a special lens
Whether we are leading or following
another, we do it with a desire to serve.
Your intention
 An awareness of others’ needs
 A calling
 A desire to be caring
It becomes your nature, how you
approach any relationship.

43. Servant Leadership in
Practice…
The contribution you make each day
 A commitment
 One action at a time
 One person at a time
 A journey
Your practice
 A competency
 Developed over time
 Becomes part of who we are
 Practiced throughout life

44. Team Performance
Job Description – Non Servant-Leader Approach
• Objective: Command and control
• Created once, revised only during turnover
• Written by hiring manager each time
Job Description – Servant-Leader Approach
• Objective: mutual understanding
• Dynamic, reviewed annually
• Initial draft by employee
Performance Standards – Servant-Leader Approach
• To meet my performance objectives this quarter, I must…
• Employee initiates, manager reviews
• Servant-Leader must ensure staff does not take on too much
Aligning corporate HR practices with Servant-Leadership…

45. Patrick Lencioni
Cultivating Positive Work Culture

46. Task Relationship
The efficiency and effectiveness
of a task is directly related to
the level of trust in relationships
Framework for Building
Healthy Teams
Trust is the foundation of Relationships
Relationship is the "core" of Community and Team
Cultivating Positive Work Culture

48. Bryk and Schneider, “Trust in Schools” (2002):
Research focused on relationship between trust and
academic achievement
“As a social resource for school improvement, relational
trust facilitates the development of beliefs, values,
organizational routines, and individual behaviors that
instrumentally affect students’ engagement and learning.”
Relational Trust:
•reduces the sense of anxiety of new and uncertain tasks
•facilitates public problem solving within the organization
•undergirds and promotes a professional learning
community
•promotes commitment to organizational beliefs, values,
and mission
Cultivating Positive Work Culture

49. Malcolm Gladwell, Tipping Point (2000):
The power of context is an environmental
argument. It says that behavior is a
function of social context. Power of
context says that what really matters is
little things. They are more caught than
taught!
“Most of us will be better (people) on a
clean street or in a clean subway than in
one littered with trash and graffiti. Most
of us, to use another example, will pay
attention to the plight of individual
workers if those around us are doing so.
Change the situation and you change the
chance to change people’s beliefs and
behavior.”
“…You need to create
a community around them, where these
belief could be practiced, expressed, and
nurtured.”
Cultivating Positive Work Culture

50. Reina and Reina,
“Trust and Betrayal in the Workplace” (1999):
Transactional trust or “Reciprocal” trust (got to
give it to get it! - reciprocal pronouns)
3 Kinds of Trust:
• Competence Trust (mutual respect for
knowledge, skills, ability, and judgment).
• Contractual Trust (mutual boundaries,
standards, expectations, and roles)
• Communication Trust (mutual honesty, good
intentions, constructive feedback,
confidentiality)
Cultivating Positive Work Culture

51. Tom Rath, “Vital Friends” (2006): The person
we least like to be around?
• Fewer than 1 in 5 people consider their
boss to be a close friend.
• Employees who have a close friendship
with their manager are more than 2.5
times as likely to be satisfied with their
jobs.
• If my supervisor, or someone at work,
seems to care about me as a person:
 They are more likely to stay with the
organization
 have more engaged customers
 are more productive
• Just 17% of employees report that their
manager has made “an investment in past
three months.
Cultivating Positive Work Culture

52. William Mercer’s study of “Why employees
don’t work to full capacity?”
25% of workers said they were capable of doing
50% more work. On the average, they estimated
they could do 26% more.
Why don’t they?
• Not being involved in decision making
• The lack of a reward for “good” performance
• No opportunity for advancement
• Lack of supervision (leader involvement)
• Inadequate training
Cultivating and Appealing from Trust

53. Organization Hierarchy
Changing the perspective on the structure…
Labor
Management
Commander CEO
CIO
Operations Development
CFO
Accounting Finance
Traditional
CxO CEO CxO“Primus Inter Pares”
(First Among Equals)
Flipped Pyramid
Shareholders
Management
Staff
Staff
Management
Shareholders

54. In practice
Chick-fil-A
• Spiritually focused
• Corporate Purpose: To glorify God by
being a faithful steward of all that is
entrusted to us. To have a positive
influence on all who come in contact with
Chick-fil-A.
• Closed on Sundays
• Truett Cathy’s acts of forgiveness
Starbucks
• Workshops
• Activities
• Employees join the Starbucks team
because of their core purpose, great
people and customers

55. Perhaps one of the
best ways to define
servant leadership is to
read about what
Colleen Barrett,
President of
Southwest Airlines,
said about their
leadership philosophy.

56. “We do build our pyramid a
bit different…at the top of our
pyramid in terms of priority is
our employees, and delivering
to them proactive customer
service”.
- Colleen Barrett

57. CHARACTERISTICS of
SERVANT LEADERSHIP

58. Who are servant leaders?
• The servant-leader is a servant first
• Servant leaders are hard working
• Servant leadership is a conscious choice
• Servant leaders aren’t just legally compliant,
they are ethically sound and morally aware
• Servant leaders care for people; not control
people
• Servant leaders build a community at work

59. The characteristics of servant leaders
• Authentic
• Vulnerable
• Accepting
• Present
• Useful
Let’s investigate each
one…

60. Authentic
• Be who you are
• Honor what is good in
people
• Don’t tell people what
they want to hear…tell
them the truth
• Communicate bad
news…not just good news
60

61. Vulnerable
• Be honest with your feelings in the context
of work
• Be open about your feelings and concerns
– Employee performance reviews
– Your performance
– Admit mistakes
• Be courageous!
– “Courage Goes to Work”, Bill Treasurer
61

62. Accepting
• Abandon notion of
winners and losers
• Don’t just say that
mistakes are ok,
celebrate them!
• Trust on good faith
without requiring others
earn it first.
• Don’t micromanage
subordinates
• Re-define success
62

63. Be Present
• Notice what you are thinking
and feeling
• Concentrate on the task at
hand…even when chaos reigns
• Give others your full attention
63

64. Be Useful
• Listen first
• Perform your core
responsibilities to a
high level; then you will
have earned the right
to be given more
– The Theology of the
Hammer, Millard Fuller
• Be a resource for others
• Don’t do for people
what they are capable
of doing themselves
64

65. 10 Characteristics of a Servant
Leader (Spears, 2002)
• Listening - acknowledging the viewpoint of followers and
validating these perspectives.
• Empathy – “standing in the shoes” of another person and
attempting to see the world from that person’s point of view.
• Healing – in helping followers become whole, servant leaders
are themselves healed.
• Awareness – understanding oneself and the impact one has on
others.
• Persuasion – creates change through gentle, nonjudgmental
argument.
• Conceptualization – the ability to be a visionary for an
organization.
• Foresight – the ability to predict what is coming based on what
is occurring in the present and what has happened in the past.
• Stewardship – carefully managing the people and organization
one has been given to lead. Holding the organization in trust
for the greater good of society.
• Commitment to the Growth of People – treating each follower
as a unique person with intrinsic value beyond what he/she
contributes to the organization.
• Building Community – allowing followers to identify with
something greater than themselves that they value.

66. Characteristic Breakout
Servant Leader
Awareness
Persuasion
Conceptualization
Foresight
Listening
Empathy
Healing
Stewardship
Commitment to People
Building Community
Breaking out Spears’ characteristics into 3 dimensions…
SERVANT-LEADER

67. SERVE
S…See the Future
E…Engage and Develop People
R…Reinvent Continuously
V…Value Results and Relationships
E…Embody the Values
Source: “Leading at a
Higher Level”, Ken
Blanchard
67

68. Servant Leadership Behaviors
Servant Leadership & Stephen M.R. Covey Behaviors Integrated
Serve First
- Demonstrate respect
Build Trust
- Show loyalty
- Extend trust
Live Your Values
- Clarify expectations
Listen to Understand
- Listen first
Think About Your Thinking
- Practice accountability
- Keep commitments
Bring Value: Your Strengths
- Talk straight
Increase Your Influence
- Create transparency
- Right wrongs
Demonstrate Courage
- Challenge non-useful beliefs
- Confront reality
- Deliver results
Live Your Transformation
- Recognize positive change in
yourself and others
- Get better

70. SOURCE: Adapted from Liden, R. C., Panaccio, A., Hu, J., & Meuser, J. D. (2014). Servant leadership: Antecedents, consequences, and contextual
moderators. In D. V. Day (Ed.), The Oxford handbook of leadership and organizations. Oxford, England: Oxford University Press; and van Dierendonck,
D. (2011). Servant leadership: A review and syntheses. Journal of Management, 37(4), 1228–1261.

71. Servant Leadership Development
Leadership From Within
• Leading yourself
• Trusting yourself
• Recognizing your calling
• Self-discipline
One-to-One
• Giving and receiving trust
• Having a positive impact on
another person
Team/Family
• Building community
• Belonging
• Common purpose
Organizational/Community
Contributing to the whole:
all stakeholders
• Company
• Customer
• World
Servant
Leadership

72. Your Journey, Your Steps
Leading Yourself
Stewardship
Where am I accountable, by operating in
service of others?
Influence
Where am I able to get things done
through others for mutual benefit?
Trust
What specific behavior can I
demonstrate to increase trust, lower
costs, and increase speed?

73. Your Leadership Role Model
In your work life, who has most influenced you as
leader?
In what ways did this person use his or her power?
In what ways did the person connect with you, extend trust,
and demonstrate action from the heart as well as the head?
What did you learn from him or her?

74. Impact of Servant Leadership

75. The Impact of Servant Leadership
• Servant-leadership principles are being applied by a wide variety
of people working for-profit, non-profit, churches, universities,
health care organizations, and foundations
• Servant-leadership impacts the health and effectiveness of your
organization and community
• It builds trust between you and the employees
• It results in loyalty to the leader and the organization
75

76. What Servant Leadership Inspires
- Dr. Henry Cloud
Connection
“People don’t care how much you know until they know how much you care.”
“If you capture their hearts, you get their passion and desire as well.”
Trust
“Access to another person’s life is only given as trust increases. We build trust
through connection, extending favor and vulnerability.”
“We trust people whom we believe hear us, understand us and are able to
empathize with our realities.”
Action
“Action is possible when you can help someone make ‘the
shift,’ moving from the head to the heart and from the heart
to the hands and feet.”
“The seeds of action are most firmly rooted in a person’s
heart.”

77. Simple Advice
• Build relationships at every
opportunity. The results
could be endless.
• Allow time for good ideas
to emerge.
• It is not change people
fear; it is loss.
• Meaningful
communication is critical.
No amount of e-mail,
faxes, text messages can
equal the value of face-to-
face meetings.
77

78. 1928 - 2014

79. Additional Resources
Websites
• Compilation:
www.lichtenwalner.net/servantleader
• Greenleaf Center: www.greenleaf.org
• Spears Center: www.spearscenter.org
• Consulting / Development:
www.JamesHunter.com
Books
• Servant Leader (Greenleaf, 1977)
• The Servant (Hunter, 1998)
• The Servant Leader (Autry, 2001)
• Practicing Servant Leadership (Spears &
Lawrence, 2004)
• World’s Most Powerful Leadership Principle
(Hunter, 2004)
Recommended texts…
†

80. References
Autry, James A.; The Servant Leader: How to Build a Creative Team, Develop Great Morale, And Improve Bottom-Line Performance. Three Rivers Press, New York, NY 2001.
Avolio, B. J., Walumbwa, F. O., & Weber, T. J. (2009). Leadership: Current theories, research, and future directions. Annual Review of Psychology, 60, 421-449.
Barbuto Jr, J. E., & Wheeler, D. W. (2006). Scale development and construct clarification of servant leadership. Group & Organization Management, 31(3), 300-326.
Chen, C.-Y., Chen, C.-H., & Li, C.-I. (2013). The influence of leader’s spiritual values of servant leadership on employee motivational autonomy and eudaemonic well-Being. Journal of
Religion and Health, 52(2), 418-438.
DeGraaf, Don; Tilley, Colin; Neal, Larry; Servant-Leadership Characteristics in Organizational Life. Greenleaf Center for Servant-Leadership. Westfield, Indiana. 2001.
Ehrhart, M. (2004). Leadership and procedural justice climate citizenship behavior as antecedents of unit-level organizational. Personnel Psychology, 57, 61-94.
Greenleaf, Robert K.; Servant Leadership: A Journey into the Nature of Legitimate Power & Greatness. Paulist Press, Mawah, NJ. 1977, 1991, 2002.
Hansel, T. ; Holy Sweat. Word. Dallas, TX. 1987.
Hunter, James C.; The World’s Most Powerful Leadership Principle: How to Become a Servant Leader. Crown Business, New York, NY. 2004.
Liden, R. C., Wayne, S. J., Zhao, H., & Henderson, D. (2008). Servant leadership: Development of a multidimensional measure and multi-level assessment. The Leadership Quarterly,
19(2), 161-177.
Liden, R. C., Wayne, S. J., Liao, C., & Meuser, J. D. (2014). Servant leadership and serving culture: Influence on individual and unit performance. Academy of Management Journal, 57(5),
1434-1452.
Peter G. Northouse, Leadership: Theory and Practice, Seventh Edition. SAGE Publications, Inc. © 2016
Panaccio, A., Henderson, D. J., Liden, R. C., Wayne, S. J., & Cao, X. (2015). Toward an understanding of when and why servant leadership accounts for employee extra-role behaviors.
Journal of Business and Psychology, 30(4), 657-675.
Spears, Larry C., Lawrence, Michelle (et al); Practicing Servant Leadership: Succeeding Through Trust, Bravery, And Forgiveness. Jossey-Bass, San Fransisco, CA . 2004
Spears, Larry C.; Diary of Alpha Kappa Psi (article: Servant-Leadership). Gary L. Epperson, CAE. Spring 2008.
Van Dierendonck, D. (2011). Servant leadership: A review and synthesis. Journal of Management, 37(4), 1228-1261.
Publications referenced, paraphrased or extracted from include the following:

81. Learning and
Giving for Better
Indonesia