By J. N. Halm
We have so much to learn from the other living creatures on this beautiful planet we call home. I sincerely believe that. The fauna and flora we share this planet with have so much to teach us. If only we could take time to study them, we would, as a species, be all the better for it.
Are you aware that elephant herds are typically matriarchal, meaning the leader of the herd is often the largest and oldest female in the herd? The successful matriarch displays certain admirable qualities. Rather than dominating the herd, she uses her experience and knowledge to guide and protect others.
She will often take the most dangerous position when the herd is threatened, work to maintain group cohesion, and share her knowledge of water sources and migration routes with younger elephants. The matriarch will even slow the herd’s pace to match elderly or injured members.
Elephants are not alone in displaying this kind of leadership. Emperor penguins, those “Tuxedoed Giants” of the cold plains, also exhibit the same. There is something truly fascinating about how emperor penguins survive the harsh Antarctic winters. When the temperatures drop to unbearable levels and the winds howl mercilessly across the frozen landscape, the penguins huddle together in a tight circle.
But what is truly remarkable is how the ones on the outer edge—those bearing the full brunt of the elements—regularly rotate with those in the warmer centre. The leaders of the group literally take turns being at the back, protecting others from the harsh conditions.
Even the tiny meerkat is not left out of this tendency. Meerkats provide another compelling example of this behaviour among animals. Their sentinels take turns standing guard while others feed, deliberately accepting personal risk and hunger to protect the group. What is particularly interesting is that this role rotates among capable adults. In other words, putting one’s life on the line to serve the interest of the larger group is a shared responsibility, not a permanent position.
There is a term given to these kinds of leadership—Servant Leadership. Ever since 1970, when Robert Greenleaf, the father of modern-day Servant Leadership, published his first essay, titled “The Servant as Leader”, which introduced the term “servant leadership”, there has been a lot written about the concept. Courses and academic programmes have even been created around the idea. Unfortunately, not many people understand what the term truly means. While many leaders talk about serving their employees, few truly understand what servant leadership means. Many say they serve, but only a few truly do.
It is therefore not surprising that study after study still keeps coming out regularly about this very interesting approach to leadership. Among these studies is one whose results were published in the June 2022 edition of the Service Industries Journal. The report was titled “Servant Leadership and Employees’ Performance: Organization and Information Structure Perspective”.
This ground-breaking study sought to shed new light on this leadership approach that has intrigued management scholars for decades. Their research, which involved 475 employees and 98 supervisors from various service organizations, reveals some fascinating insights about when and how servant leadership truly makes a difference.
The servant leader’s paradox
At first glance, the term “servant leadership” might seem like an oxymoron. How can one be a servant and a leader at the same time? It is like trying to walk forward and backward simultaneously. However, the research shows that this apparent contradiction is exactly what makes servant leadership so powerful. When leaders prioritise their employees’ needs and development over their own, something magical happens—employee performance actually improves.
Think about it this way: Have you ever had a boss who was more interested in his or her own success than yours? How did that make you feel? Now, compare that to a leader who actively looked for ways to help you succeed, who removed obstacles from your path, and who genuinely cared about your growth. The difference in your motivation and performance was probably significant.
I had my first taste of servant leadership when I worked under my first manager at the first bank I worked with. Mr. Patrick Odonkor was a different kind of manager. He was a servant leader to the core. Being the first manager I ever worked under, his style gave me a totally different impression of what corporate leadership was supposed to look like.
Since I left the employ of that bank, I have also come across some amazing servant leaders. Dr P. A. Kuranchie, of blessed memory and Mrs Anna Taylor are two servant leaders I will never forget. Their kind of leadership had a very significant effect on my understanding and appreciation of the whole concept of servant leadership.
The hidden factors
Perusing through the above-referred study, I came across something quite interesting. The research reveals that servant leadership does not work the same way in all situations. Like a master chef who needs to know exactly when to add each ingredient, a servant leader needs to understand the conditions under which their approach will be most effective.
According to the study, two critical factors influence the impact of servant leadership. These are:
Task interdependence
This refers to the degree to which tasks are interconnected such that team members depend on one another when performing their tasks. The research shows that servant leadership actually has a stronger impact when employees have lower task interdependence—when they can work more independently.
This finding might seem counterintuitive at first. Wouldn’t servant leadership be more important when people need to work together? But think about it from the perspective of individual growth and development. When employees have more autonomy, a servant leader’s support and guidance become even more crucial for their success.
Information Asymmetry
This is another fascinating discovery from the research. Servant leadership proves more effective in situations with higher information asymmetry—when employees have access to information that their leaders do not. It is like being a parent of a teenager who knows more about social media than you do. The most effective approach is not to pretend you know everything but to support and guide while acknowledging their expertise.
It is important to note that this is one of the factors that determine the effectiveness of servant leadership. It is a key differentiator between the true servant leaders and the rest. This is because it takes humility to admit that your subordinate knows more about a particular subject matter than you do.
True servant leaders do not mind. They are excited to see those under them do well. It is the opposite of other kinds of leadership approaches. These are those leaders who get intimidated when their underlings begin to excel.
Making it work
So what does this mean for organisations? How can they harness these insights to create more effective leadership? Here are some practical implications:
- Leaders need to recognize that servant leadership is not just about being nice. It is about creating the conditions for employees to excel. This might mean stepping back sometimes and letting employees take the lead.
- Organisations should consider the nature of work when implementing servant leadership. In roles with high autonomy, servant leadership can be particularly powerful.
- Instead of trying to control information flow, leaders should embrace situations where employees have unique knowledge and expertise. Supporting and enabling them in these scenarios can lead to better performance.
The road ahead
As I take a critical look at my corporate journey, I have come to realise that the many leaders I have worked under have added to the kind of leader I am today. Each of these managers, supervisors and leaders has deposited a bit of his or her style to mine.
But I must say the true servant leaders I have worked with have shaped me the most. Like those emperor penguins taking turns to shield others from the harsh winds, those servant leaders created a protective environment where others could thrive.
In today’s rapidly evolving business landscape, perhaps it is time more leaders stepped back to lead from behind. After all, as this research shows, sometimes the best way to move forward is to focus on helping others get there first. Really, nothing beats it when your boss is truly a servant.
