servant leadership and followership essay

Servant Leadership vs Followership: Decode the Concepts with a Deep Dive

Leadership and followership are two sides of the same coin, with each playing a crucial role in the functioning and success of any team or organization. However, there’s a lot to learn and unpack when we delve deeper into specific types of leadership and followership. One of the most influential and transformative leadership styles is servant leadership. But how does this compare and contrast with the concept of followership? In this article, we will conduct a deep dive into the topic of servant leadership vs followership , unpacking these concepts to provide you with a richer understanding of their roles and impacts.

Table of Contents

What is Servant Leadership and what is Followership?

Servant Leadership is a leadership approach in which the primary goal of the leader is to serve others. This leadership style prioritizes the needs of the team members, the organization, and the community above the self. The servant leader empowers and develops people, demonstrates humility, and contributes to the well-being of others. They place a great emphasis on the growth and development of their team, aiming to enhance individuals’ abilities and foster a positive work environment.

On the other hand, Followership refers to the behaviors and attitudes of individuals acting in a subordinate role. While it may sound less glamorous than leadership, followership is equally important in any organization or team. Effective followers are not just passive observers but active participants in their organization’s success. They understand their role, manage themselves well, remain committed to their organizations, and courageously challenge their leaders when necessary.

Key Differences between Servant Leadership and Followership

• Focus : While servant leadership places an emphasis on serving others and putting their needs first, followership focuses on supporting and executing the leader’s vision.
• Position : A servant leader is usually in a position of authority and uses their power to serve others, while a follower operates from a subordinate role, playing a supporting part in the organization’s success.
• Responsibility : Servant leaders are responsible for setting the direction and vision of the team, while followers are expected to understand this vision and work towards it.
• Influence : Servant leaders have a significant influence on organizational culture through their selfless and empowering approach, while followers contribute to the culture by actively engaging in their roles and supporting the leader’s vision.
• Development : Servant leaders focus on the development of their team members, while effective followers seek their personal and professional development within the framework provided by their leaders.

Key Similarities between Servant Leadership and Followership

• Goal alignment : Both servant leadership and followership aim for the achievement of the organization’s goals. They share a common purpose and work in tandem to achieve it.
• Active roles : Servant leaders and effective followers are not passive. They both actively contribute to the organization’s success, though in different capacities.
• Value contribution : Both servant leaders and followers contribute significantly to the team’s culture and productivity. The leader serves and empowers, while the follower supports and executes.
• Ethics and values : Servant leaders and followers both need to adhere to high ethical standards and shared values for their roles to be effective. Honesty, respect, and commitment are common in both roles.
• Continuous learning : Servant leaders and effective followers understand the importance of continuous learning. They both seek opportunities for personal and professional growth.
• Communication : Effective communication is crucial in both servant leadership and followership. Whether it’s the leader conveying the vision or the follower providing feedback, open and honest communication is key to their success.

Pros of Servant Leadership over Followership

• Empowerment : Servant leadership empowers team members , nurturing their skills and encouraging personal and professional growth.
• Morale and Satisfaction : By placing the team’s needs first, servant leadership can lead to higher job satisfaction and morale, which in turn can result in lower turnover rates.
• Team Development : Servant leaders prioritize team development, which can help create a more skilled and adaptable workforce.
• Long-term Vision : Servant leaders often have a long-term perspective, planning for the future and fostering sustainable success.
• Community Impact : Servant leadership extends beyond the organization, often focusing on serving the broader community as well, which can lead to increased public goodwill and reputation.
• Innovative Environment : By empowering team members and encouraging their growth, servant leaders often foster an environment conducive to innovation and creativity.

Cons of Servant Leadership compared to Followership

• Time-Intensive : Servant leadership requires substantial time and commitment to cater to individual team members’ needs and foster their growth, which may not always be practical in a fast-paced environment.
• Misinterpretation : The emphasis on service in servant leadership can sometimes be misinterpreted as a lack of authority or decisiveness , which could potentially undermine the leader’s position.
• Dependence on Leader : Servant leadership can sometimes lead to excessive dependence on the leader, limiting the team’s self-sufficiency.
• Difficult Balance : It can be challenging to balance the needs of individual team members with the overall goals of the organization.
• Slow Decision Making : Decision making in servant leadership might take longer, as the leader seeks to consider and address the views and needs of all team members.
• Potential for Exploitation : In some cases, servant leaders may be taken advantage of by individuals who see their servant-first approach as a weakness to be exploited

Pros of Followership over Servant Leadership

• Less Responsibility : Followership generally involves less responsibility compared to servant leadership, allowing individuals to focus more on their specific tasks.
• Skill Development : In a followership role, individuals can concentrate on developing specific skills and competencies in their area of expertise.
• Flexibility : Followers often have the flexibility to adapt to different leaders and leadership styles, making them versatile contributors in various situations.
• Supporting Role : Effective followers play a critical supporting role that contributes to the overall success of a team, which can be rewarding and impactful.
• Learning Opportunities : Followership can provide valuable learning opportunities. Observing different leadership styles can prepare followers for future leadership roles.
• Efficiency : Followership can lead to more efficiency as responsibilities are divided, and individuals can focus on specific tasks.

Cons of Followership compared to Servant Leadership

• Limited Authority : Followers generally have limited authority to make decisions, which can be frustrating for those who want more control over their work.
• Dependent on Leadership : The success of followership is highly dependent on the quality of leadership. A poor leader can make followership challenging.
• Limited Recognition : Followers may not receive the same level of recognition or reward as leaders, even when they contribute significantly to the team’s success.
• Potential for Exploitation : There is a potential for followers to be exploited or undervalued by unscrupulous leaders.
• Less Influence : Followers generally have less influence over the team or organization’s direction compared to leaders.
• Challenge in Growth : Sometimes, growth opportunities may be limited in a followership role, especially if the leader does not prioritize the development of their team.

Situations when Servant Leadership is better than Followership

• Employee Engagement : Servant leadership is particularly effective when higher levels of employee engagement and morale are needed. By putting the team’s needs first, servant leaders can foster a supportive and positive environment.
• Organizational Transformation : In situations requiring significant organizational change or transformation, a servant leadership approach can be beneficial. It encourages collaboration, communication, and supports team members through changes.
• Team Development : Servant leadership excels in situations where team development is a priority. It allows leaders to focus on nurturing and enhancing the skills of each team member.
• Community Engagement : If an organization aims to strengthen its community relations or CSR initiatives, servant leadership can be an ideal approach.
• Innovation and Creativity : Servant leadership is effective in environments that encourage innovation and creativity, as it empowers team members to think freely and take risks.

Situations when Followership is better than Servant Leadership

• Highly Specialized Tasks : In situations where tasks are highly specialized and require specific expertise, a strong followership can be beneficial as it allows individuals to focus on their specific roles.
• Inexperience with Leadership : For those inexperienced in leadership roles, effective followership provides an opportunity to observe, learn, and gradually develop leadership skills.
• Autocratic Leadership Style : Under an autocratic leadership style, followership can be more suitable as decisions are typically made by the leader, and followers are expected to execute them.
• High-Paced Environments : In fast-paced environments where quick decision-making is necessary, a strong followership might be more effective to promptly implement decisions.
• Large Organizations : In large organizations with established processes and hierarchies, followership may be more effective and necessary for maintaining order and efficiency.
• Crisis Management : In crisis situations, where decisive action is needed, having effective followers who can quickly execute instructions can be invaluable.

Servant leadership vs followership summary

Throughout this exploration of servant leadership and followership, we’ve seen that both play significant roles within a team or an organization. While they differ in their approach, responsibilities, and expectations, they share a common goal: contributing to the success of their teams. Understanding the key differences, similarities, benefits, and drawbacks of servant leadership vs followership can help individuals better navigate their roles, whether they’re leading or following. Remember, there’s no ‘one-size-fits-all’ approach – it’s about choosing and adapting the style that best suits you and your organization’s unique needs and goals. As we’ve discovered, both servant leadership and followership have their time and place, and recognizing this can lead to more effective, harmonious, and productive teams.

About The Author

Hidayat Rizvi

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Army Leader, Servant Leader

By cameron wesson, u.s. army, retired (1st sgt.), special to the nco journal.

March 24, 2017

Army Values

In the fall of 1989 at Fort Campbell, Ky., I was a patrol leader returning from a night reconnaissance patrol when I went to the platoon command post to submit my patrol report. When I arrived, my platoon sergeant, Sgt. 1st Class Larry Johnson, was manning the radios, both the company network and the fires network, and was the only person awake at the position. He motioned me down, placed a finger to his lips (for me to be quiet) and asked for the report. I gave him the report and he said that he would let the platoon leader know what I reported when he woke up later.

“Sgt. Johnson, have you had any rest yet?” I asked. “Nah, I’ll wake the platoon leader in a little while and rack out then,” he said. “They (the platoon leader, radio operator, fire support specialist and medic) need the sleep more than I do. Besides, I’m used to this.”

He smiled and waved me off to also get some sleep. As I walked back to my position off the perimeter, I thought about how our grizzled platoon sergeant was always taking care of us and hoped, when it was my turn, I would do so as well.

Each and every noncommissioned officer who sustains the Army of this nation has taken an oath. With the swearing of that oath, you enter into a sacred agreement to support the nation. They support the nation, your leaders and your subordinates through your service. This is reconfirmed in the Soldiers’ Creed, which says, “I will serve the people of the United States and live the Army Values.” Through these acts you have chosen to become first a servant, and through time-in-service and increases in responsibility, an NCO and a servant leader.

Servant leadership is one of many approaches to leader development. The term servant leadership has been in use since Dr. Robert Greenleaf wrote the essay, “The Servant as Leader,” in 1970, which focuses on the areas of ethics and ethical leadership. The idea of the servant leader can be traced back even further—more than 2000 years—to China. This can be documented in early Chinese writings: “The sage has no invariable mind of his own; he makes the mind of the people his mind,” Lao Tzu wrote in Tao Te Ching.

In his essay, Greenleaf said that a servant leader is a person who chooses first to be a servant (This sounds a great deal like an NCO, especially when considered with the Oath of Enlistment and the Soldiers’ Creed). By first becoming a servant, a Soldier follows, later choosing a path to become a leader and an NCO. In this way, when Soldiers become leaders, they do not place themselves or their needs first. Rather, the servant leader places the needs of others—subordinate and senior—first and simultaneously maintains a focus on the result, or mission, of the organization and team. By following this path, this leader is seen by all members of the organization and team to be ethically motivated.

Servant leadership places primary importance and focus on the organization’s people as its principal concern. Other areas of concern are minor or peripheral. This doesn’t mean that results are unimportant. Indeed, by focusing on the welfare and needs of the people, the people accomplish the mission and the desired results are obtained.

Servant leaders are modeled and guided by seven characteristics that contribute to their personality. They exhibit and practice the following qualities: agape love, humility, altruism, trust, vision, empowerment and service. These guiding areas are directed toward their followers, who are the servant leader’s primary concern. The foundation of this model is agape love, which can be translated to simply doing the right thing.

We can see similarities when you compare the seven Army Values—loyalty, duty, respect, selfless service, honor, integrity and personal courage—to the seven characteristic areas that guide a servant leader. Trust is loyalty. Altruism or selflessness is selfless service. Humility calls one to respect people and treat them properly. Agape love, or doing the right thing, is integrity.

In the recently published book, From One Leader to Another, from the U.S. Army Combined Arms Center, doing the right thing is a common message. The book is a collection of observations and insights from Army leaders who are themselves servant leaders. With their messages, these servant leaders are growing and inspiring the next generation of NCOs.

Within the Army, servant leaders are observed practicing servant leadership every day. While the mission and job come first, the Soldiers are taken care of always. This includes all Soldiers, both subordinate and senior. Army leaders eat only after their Soldiers eat and are expected to share the hardships of their subordinates. Leading by example ensures that leaders care for their subordinates first, before themselves. Doing so allows them to understand the challenges, hardships and limitations. Their subordinates, in turn, observe and emulate the actions of their servant leaders and they begin leading by example themselves.

Proof of servant leadership principles are exemplified in the words of the NCO Creed. The creed states: “I will not use my grade or position to attain pleasure, profit or personal safety.… Officers of my unit will have maximum time to accomplish their duties; they will not have to accomplish mine…. I know my Soldiers, and I will always place their needs above my own.” In fact, the whole NCO Creed, along with the Soldiers’ Creed, is a testament to servant leadership.

Servant leadership and the servant leader are powerful sources of inspiration in our Army today, and examples can be seen throughout time. Servant leaders, having chosen to be servants first, have in them the capacity for caring and providing for others—subordinate or senior. The servant leader feels a responsibility to do this and does not serve seeking reward. The servant leader cares for all and attempts to bring them to a level that inspires them to also become servant leaders.

Observations and experiences from my 30 years of service (27 years as a leader) have shown me that good leaders, are good followers, or servants, first. Along the way, they perfected the skills of the Army profession and learned to care for Soldiers. Eventually, they embrace the philosophy of servant leadership themselves and became servant leaders.

Soldiers can sense when their leaders genuinely care about them and this builds trust. This trust forges a bond between all and solidifies the team. That bond is all-encompassing. Soldiers know the leader genuinely cares about their needs and the leader trusts that the Soldiers will do what is required to complete the task and get the mission accomplished.

Cameron Wesson is a retired first sergeant with more than 21 years of active duty experience with extensive leadership assignments in the infantry and logistics career fields. He has had numerous overseas deployments that include Central America, Korea, Europe, the Balkans and Iraq. He is currently a Department of the Army civilian and serves as the deputy director for the U.S. Army Information Operations Proponent, U.S. Army Combined Arms Center at Fort Leavenworth, Kan.

Servant Leader Vs Follower

Followership and servant leadership are the key styles that are commonly used in the military industry, and they base a strong control on people to ensure honesty and devotion. Both aspects promote respect, a positive attitude to surrounding people, and self-discipline. However, some requirements can differ in these two types of leadership, and it is important to understand the difference that might influence the regulation process. Consequently, this paper will reveal the key features that a similar in followership and servant leadership and what unique parts make them different. This information will help to make a clear contrast and comparison analysis.

Followership allows to have a close relationship with the leaders of the team and build direct communication avoiding intermediates. The concept is a part of the leadership triad, which includes management and leadership aspects important in the business regulation. In the followership, managers can create strategies that allow workers to see them as role models who are always ready to provide the needed support or motivate to increase performance (Bastardoz and Vugt, 2019). The development of teamwork is based on followership as it allows workers to communicate more, build professional teamwork and generate positive outcomes.

Servant leadership allows different parties to communicate directly, but the main goal of employees is to receive authority, and powers are not an interesting aspect for them. Individuals in this leadership type interact closely, and even workers and customers might have informal communication to achieve the desired outcome (Pawar et al., 2020). This technique helps introduce more customers and inspires workers to work on creative tasks closely with the client. When companies follow this type of leadership, every worker can become a leader in a specific task depending on their skills. When people can try themselves in different controlling positions, they might stay more integrated into the organization’s general performance.

Comparing followership and servant leadership is significant, and some managers and leaders might not understand the difference. For instance, if followership, the communication aspect is not strictly regulated, and workers can communicate freely with their colleagues who have a higher status (Bastardoz and Vugt, 2019). Pawar et al. (2020) also state that the servant leadership style does not underestimate the importance of communication and encourages workers to increase their level of motivation through communication.

Nevertheless, the effectiveness of both types of leadership might slow down because of a lack of knowledge of the key differences. Leaders should observe their target audience and the style of the business to understand if their type of organization can be regulated by followership of servant leadership. Followership does not support informal communication with both customers and colleagues. Even though companies with this technique promote active communication, it is important to follow ethical rules and not switch topics to personal talks. However, servant leadership contrasts with followership as workers and clients can make conversations more interactive by using small informal talks. For instance, on the one hand, the banking sphere should avoid servant leadership as clients might lose their trust. On the other hand, art shops can use this technique as creative people can stay more inspired through pleasant communication.

In conclusion, followership and servant leadership might seem the same at the first sight and some organizational leaders rarely mention significant differences that might harm their performance. However, even thought both types propose an active communication, it is important to understand the types of businesses that should follow followership rather than servant leadership and visa versa.

Bastardoz, N., & Vugt, M. V. (2019). The nature of followership: Evolutionary analysis and review . The Leadership Quarterly, 30 (1), 81-95.

Pawar, A., Sudan, K., & Satini, S. (2020). Organizational servant leadership. A Systematic Literature review for Implications in Business, 1 (2).

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Servant Leadership Vs. Followership: Compare and Contrast Essay Example

In this essay, I will define, compare, and contrast followership and servant leadership. Followership and servant leadership are like two sides of the same coin. They exist separately but share plenty of attributes from the Army’s Leadership Requirements Model. 

The phrase ‘servant leadership’ is credited to Robert K. Greenleaf. It is a form of leadership where the leader places the needs and wellbeing of his/her subordinates first. In Greenleaf’s words, “The servant leader is servant first …” Alternatively, followership is the active pursuit of a leader’s goal for the organization by a follower. However, both terminologies have similarities.

For instance, trust and respect. Servant leaders need to trust and respect their followers’ methods and will to accomplish tasks assigned to them. Trust comes from understanding team dynamics and building personal relationships with their subordinates. On the same token, effective followers need to trust and respect their leader’s guidance when tackling the organization’s missions. Furthermore, both positions need to employ critical thinking and confidence when going about their tasks. Confidence in their decisions and actions is a result of critical thinking. This displays competence to the rest of the team members and further strengthens the cohesiveness of the team. These are just but a few of the similarities.

The main difference between servant leadership and followership lies in the tasks and level of accountability for each position. Servant leaders are leaders still. Meaning they must maintain individual and team accountability. They focus on current tasks and future missions for the organization. Whereas in followership, followers focus individual accountability and current tasks. Followership holds less responsibility.

In conclusion, we can see that servant leadership and followership have minor differences but a lot of similarities. In fact, both are subject to the Army’s Leadership Requirement’s Model. Be, know, and do.

FM 6-22 Leader Development – United States Army. (n.d). Retrieved from https://rdl.train.army.mil/catalog-ws/view/FM6-22Supplement

“Army Profession and Leadership Policy.” Https://Armypubs.army.mil, armypubs.army.mil/epubs/DR_pubs/DR_a/pdf/web/ARN3758_AR_600-100_FINAL_WEB_.pdf. 

Greenleaf, R. K. (2002). Servant Leadership: a Journey into the Nature of Legitimate Power and Greatness. Paulist Press.

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Home — Essay Samples — Business — Leadership — Comparison of Followership and Servant Leadership

Comparison of Followership and Servant Leadership

• Categories: Leadership Leadership Styles

About this sample

Words: 409 |

Published: Feb 8, 2022

Words: 409 | Page: 1 | 3 min read

Table of contents

Introduction, defining followership and servant leadership, common traits and values, responsibilities, distinguishing characteristics, references:.

• Kelley, R. E. (2008). Followership: How Followers Are Creating Change and Changing Leaders. Harvard Business Press.
• Greenleaf, R. K. (2002). Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness. Paulist Press.
• Spears, L. C. (Ed.). (1998). Insights on Leadership: Service, Stewardship, Spirit, and Servant-Leadership. John Wiley & Sons.
• Hunter, J. C. (2004). The World’s Most Powerful Leadership Principle: How to Become a Servant Leader. Crown Business.

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Servant Leadership vs. Followership: What Leaders Need To Know

Table of contents.

Many companies are struggling with remote teams and an increasing pull by top performers for fully remote work options due to outdated leadership styles. 

Do you aspire to be a leader who influences, empowers, and inspires others to achieve high levels of greatness? To be successful in doing this, you must have the drive to serve others while being insightful to their needs and desires and of course while focused on cash flow and net revenue. If you stay diligent in your mission and implement what is in the guides on this site, you will discover that followers will naturally begin to follow .

Servant leadership approaches and followership have been labeled as two different leadership styles. While they are, they have so many philosophies in common that they are like natural elements to success and perhaps, in need of one another to succeed.

In this article, we’ll take a detailed look at both of these concepts, and then you can decide.

Servant Leadership 

What is servant leadership.

Servant leadership is considered a newer philosophy of leading, and it truly embodies the method of leading by example. In this style, the servant leader has deep consideration for the people under them and listens to their needs and ideas – both related to their role with the business and them as individuals. This kind of leadership provides more attention to every “corporate cog” in the wheel of the entire company, knowing that every person in every department is essential and add value – often in unexpected ways. This result in employees feeling more valuable and excited about helping the leader and the company reach their desired outcomes.

We all like to feel that we are doing something significant and receive validation for our hard work. Servant leadership focuses on providing that and more for its employees. By using this tactic, a servant leader believes they are helping employees to reach their highest potential.

Origins of Servant Leadership 

Even though servant leadership is a buzzword or a recently trending concept for leaders, it has been around for several decades as a term and millennium as a style of leadership.

Robert K. Greenleaf was the founder of the Greenleaf Center for Servant Leadership and the servant leader movement. After studying the traditional and ever-so-popular authoritarian leadership style for over forty years, Greenleaf concluded it wasn’t working. He retired from corporate life and started the Center for Applied Ethics, which later became the Greenleaf Center.

In 1970, Greenleaf published The Servant As A Leader. Since his death in 1990, Greenleaf’s teachings have been cited in many other publications as gospel when it comes to gaining loyal and happy employees.

What Is the Role of a Servant Leader?

• Greenleaf says that being a servant is, first and foremost, the key to being a Servant Leader. For who to serve keep reading.
• Make an intentional choice to lead.
• Make sure employees’ needs are being met, which requires understanding both what they verbally express and others.
• Help employees reach their fullest potential.
• Make sure leadership actions benefit all of the employees while helping employees take controlled risks and overcome their fears.

Dimensions of an Effective Servant Leader

A good leader knows how to turn any quality into an advantage in the right situation, but these are the most sought out dimensions of servant leadership.

Effective servant leaders practice empathy with their employees. Everyone has personal issues, and a servant leader knows that it is crucial to be capable of showing genuine compassion towards their employees. It’s no surprise that personal lives can affect a person’s level of success, especially when a person feels overwhelmed or alone in a situation. Plus, there are many highs and lows in every job, and it helps to be aware of these. A great leader will be understanding while reassuring employees of their value and how to add additional value as circumstances change.

Selfless and Attuned to the Needs of Others

A servant leader understands the responsibility and power of selflessness and helping others. Selflessness does not mean passive or able to be run over. It means a shift to an outward focus over an inward one. Bringing solutions and fixing problems is an important trait when being a servant leader. It’s vital to resolve issues before moving on to the next project, and a servant leader does not let issues pile up or allow problems to be swept under the corporate carpet because they know that isn’t going to help them or their team succeed. They understand and cultivate healthy conflict.

Empowerment and Mentorship

Efficient servant leaders uphold the responsibility of being a leader and encourage their employees. They will lead by example when it comes to working effectively. Leaders are reliable in all they do and express core values to their employees in hopes of rallying the team and empowering them to rise up with confidence. An excellent leader will offer ways to improve the business, but as an inspirational mentor, they will also encourage suggestions.

Honesty and Transparency

As a great servant leader, you will understand the importance of honesty and transparency. A leader will be empathetic and encourage employees to have a better work-life balance – to understand that “balance” is a verb and not noun. While doing this, a servant leader knows to be accountable and remain humble to create a thriving work environment. They will also urge employee feedback so an open and truthful working relationship can develop and grow for both. 

Communication and Listening Skills 

As a servant leader, it is imperative to know how to listen. Allowing employees to feel open to express thoughts and ideas can be crucial to success. Everyone has a strength, but a lousy leader won’t recognize someone else’s strengths or will use it and take credit. A servant leader knows to leave the ego at the door, allowing employees to speak without being interrupted or shamed – and yes, we all have shame triggers to be aware of and navigate. Open communication will inspire more brilliant ideas to generate, which can lead to future growth.

What Do Leaders Need to Know?

Servant leaders should know several factors when choosing to lead this way . Trust-building is a significant factor in this method of leading. This method might not be for every leader, but this way of leadership has been very successful for some major corporations, like Starbucks, Nordstrom, Disney (back in the day), Chick-fil-A, Herschend Family Entertainment, and Aflac, to name a few.

A servant leader needs to know the traits and qualities they possess to be successful at this leading method. We lead with our strengths, being aware of our weaknesses. Leaders must have a sense of a few or all of these traits.

• Emotional Intelligence
• Active Listener
• The Gift of Persuasion
• The Gift of Influence

A servant leader is still aware of the chain of command but uses this leadership style to increase employee development, success, partnerships, loyalty, and productivity. 

Not everyone is used to this kind of leadership and may have doubts about the process. Some of the biggest hurdles I’ve had is hiring team leaders that claim to be servant leaders but in fact have only led from authority, keeping themselves at the center of key processes, and/or micromanaging. They’ve often been led by similar leaders and it may take 9 – 18 months for them to find their stride in the new environment – with a lot of coaching along the way. However, servant leaders continue to encourage and lead by example.

Servant leadership has many benefits. Here are just a few to consider.

• Improves both overall growth and net margins.
• Improves productivity.
• Boosts team spirit and loyalty.
• Employees feel valued and thus will contribute more.
• Leaders show empathy in work-life balance, which has a positive outcome in the workplace, especially for hiring.
• Employees will grow and develop within the company, which results in more significant plans for advancement instead of high company turnover.

There are a few cons when it comes to Servant Leadership. Here are some to keep in mind.

• Not many leaders have learned this philosophy through schooling or previous experience, so it may be an adjustment when transitioning into Servant Leadership.
• Since everyone has a voice under this leadership, company decisions might take longer.
• Staff might not be used to this leadership style and have difficulty adapting.
• It requires more transparency and standard operating procedures.

Servant Leadership Examples

There are several philosophies regarding servant leadership and being a great leader. Here are two of the top examples leaders follow.

Abundance Mentality 

Abundance Mentality is when leaders remind the employees that there is enough success for everyone. It says that growth and overcoming issues is rarely a resource issue. Believing in this philosophy means that your success is coming or that a different approach needs to be taken.

Creative Tension

Creative Tension is where the leader is more of a voice of reason and a facilitator for their employees. Tensions will happen in the workforce, and a servant leader is still head of command, but they allow employees to debate and hash out issues while keeping things objective before making a final decision.

Followership

Followership is an essential part of teamwork and a similar style of leadership.

What Is Followership?

Followership is the talent to follow a leader enthusiastically and well. It is the ability to take direction well, to complete assigned tasks, to look for ways to make the leaders more successful, to support initiatives, and to be self-motivated. Followership is the flip side of leadership.

Being labeled a “follower” can be a backhanded compliment, but good leadership and high team performance cannot happen without those that believe in and implement followership. 

Most outlets discuss leadership, but followership is much more important than people give it credit. Previously, the secret to corporate longevity has been based on followership and growth of its employees to accomplish the work to be done.

Origins of Followership

The origin of followership started back in the 1500s but was later studied by Mary Parker Follett, a Philosopher, and Social Worker, who believed every individual deserved respect and recognition. Many successful companies have built their legacy on the style of followership. 

“A good plan violently executed now is better than a perfect plan executed next week.” -US Army General George S. Patton, Jr

What Is the Role of a Follower?

The role of a follower is to follow the instructions of a leader and achieve the tasks asked of them. Followers are influential in their work and support team morale. A good follower knows when to speak up or question something when it doesn’t feel right. A faithful follower will have the courage to give accurate feedback.

Followership is critical to accomplishing the goals of the organization and leader. Followership requires holding yourself to a high standard of personal performance to contribute to the overall benefit of the leader and organization. A great follower understand both the value of their role and how it contributes to the success of the organization. The ability of individuals to follow well may be more important to the success of the enterprise than the ability of those in authority to lead well.

Judson Green, former Chairman of Walt Disney Attractions and CFO of the Walt Disney Co, was one of my former leaders and later my mentor. He used to say that the was successful in his career thanks to his ability to hear the needs and instructions from those above him in a way that allowed him to follow them and overdeliver on his leader’s desired outcomes.

I have frequently taken flak for spending time with the front desk staff (when we had offices), the facilities crew, and those newest (and often lower level) employees, but are these people not critical to the success of the organization. At Vitrue, a woman named Laura not only ran our front desk, break rooms, and so much more but did so tirelessly and in a way that took so much off our plate as leaders. Her ability to and desire to follow well gave us confidence that things would taken care of allowing others to fulfill their individual roles.

When you have good leaders, you have a natural feeling of wanting to support them in accomplishing their goals.

Qualities of an Effective Follower

An effective follower can have many qualities, but these are the most sought after.

Teamwork is essential to followership, but as a follower, you must also be able to show independence when it comes to completing tasks. A good follower can use their skills to predict what is next after receiving a job and solid advice from a leader. This includes identifying areas they need to grow and doing the work to learn those new skills ahead of time.

Responsibility and Self-Management

A follower knows how to handle responsibility. They do not need their hands held to get the job done. They also are expected to check their egos at the door. Doing a well-done job is what’s best for the company, and a follower doesn’t always get validation when it comes to completing the task at hand.

Work ethic is an important quality to have when doing a good job, and followers should have an excellent work ethic. It always helps a project when the leader and employees are excited about the job, so followers will dig in and commit to the task at hand. 

There are several things a follower can do to show how serious they are about their work ethic.

• Remove all distractions when working.
• Ask for input from team members on how to improve on a project.
• Prioritize the tasks by importance and time.
• Find focus and motivation.
• Learn proper time management.

Teamwork is how a job gets done correctly. In followership, teamwork is a skill that will help motivate and inspire others. Keeping up morale will help properly execute projects while allowing members to take on objectives with a positive mindset. Followers know they are not an island and will be there for one another when someone needs help.

In both Antecedents of team potency and team effectiveness: An examination of goal and process clarity and servant leadership and Antecedents and consequences of team potency in software development projects , they found the behavior in organizations that led to psychological empowerment, consideration of personal values, and that understand that work is a social exchange had positive correlations with better organizational success.

Time Management 

Time management is part of a proper work ethic for a follower. Being aware of time and how long a task can take is essential when executing a project. It is a conscious choice to make sure you are using your time effectively for the company that is paying for it. Deadlines are in place for a reason. However, things and life can happen, so a follower must be able to communicate with a leader on accurate expectations while remaining a reliable resource for the leader.  

Flexibility and Adaptability

As society tries to force everyone into boxes, a follower understands that being flexible and adaptable is an important skill. Being able to jump in with any task and give a helping hand is a remarkable talent. Leaders can depend on followers that can step up, and having this skill, will encourage team members to take greater risks on better projects. One of my favorite traits to look for in people is their willingness to say “can I help you with that”?

Reasoning and Critical Thinking

Critical thinking and reasoning can promote better judgment in followers and team members. Being able to give critical input to leaders and team members will help build better projects, better communication, and better judgment along the way to ensure success. 

What Do Followers Need to Know?

When working with a followership style mentality, leaders must create an engaging and inspirational environment for followers. Followers should know and understand company projects through all elements, including knowing what the project is, why it is important (e.g. desired outcomes), and how it should be completed.

Many successful companies are based on the followership style, which includes the longest-running US company known as our military. Anyone that has served in or around the Army, Marines, etc. is trained in the benefits and traits of followership. Increasingly, military leaders know that positional power and coercive power are not legitimate power and are not the best ways to increase team effectiveness.

Lead me, follow me, or get the hell out of my way. -US Army General George S. Patton, Jr

Army Leaders specifically are teaching that the power pyramid and positional power are critical but are greatly enhances with leaders that are fluent in other types of power. 

As the son of an Air Force veteran, I remember hearing about the need to “lead myself well” and “follow those in leadership” from the earliest ages. 

Business leaders are learning what any that has served as a platoon leader knows: there is formal power and informal power. The power in organizations comes from agile leaders that are able to focus personal power on the task at hand and a bold mission. Modern-day companies include Facebook, Microsoft, and Apple.

There are several pros when it comes to the followership theory. 

• Agile leaders are able to use formal power and informal power to better manage remote teams.
• Less stress within the work environment.
• The organization/company can achieve its strategy faster.
• Less effort to accomplish a task since team members help each other complete projects.
• Learning to trust yourself and your ideas.
• Being able to clock out.

There are also a few cons that come along with followership.

• Rely on others to make the big decisions. 
• Don’t always get credit for everything you do.
• People that do not understand leadership and followership may make negative comments.

Followership Examples

There are several philosophies and active behaviors for Followership . Here are two major traits when being a great follower.

Spreading Enthusiasm 

Spreading enthusiasm in the office and to co-workers is an imperative behavior of all followers. It keeps up morale while spreading a good mindset. Attitudes can be contagious, so keeping up a good attitude can be one of the most important jobs of the day.

Take Initiative 

A great follower knows when to take the initiative. Use the opportunity to take charge of a task when you can foresee the direction it should go when the project hits a wall or a speed bump. A follower knows when to use this skill to enhance a project for everyone involved.

Servant Leadership vs. Followership: How Do They Compare?

Servant leadership and followership styles have many things in common, yet they have their differences. 

Meaning and Role

It has been said that all leaders must follow, but not all followers are destined to lead. Both styles of leadership have their roles and their purpose. Only when combined can a larger organization see the hypergrowth possible with authentic leadership.

Qualities Needed to Succeed 

As you know by now, servant leadership is when a leader is a servant first but also knows the importance of success for themselves, the company, and the team. Servant leaders want their team to grow and achieve excellence.  

Followership is more of a pyramid structure, and each level helps create success for their peers and those above them. Followers are encouraged to take the initiative but are also expected to vigorously implement the leader and company’s plan.

Example of Servant Leadership & Followership

A servant leader will overlook their own needs in the moment, so they can help a team member reach their highest potential.

On the other hand, a follower is charged with tasks and given the freedom to make it work to reach the organizational goals. In my experience, excellent followership requires follower empowerment to unlock the power in organizations.

How Are Servant Leadership and Followership Interlinked?

In a perfect world, servant leadership and followership work well in tandem. Although some companies find these to be two very different styles of leading, servant leadership methods ensure that great leaders can only be excellent at what they do when they have wonderful followership. In return, followers can work more diligently when they feel understood and appreciated, as well as have room for growth within a work-life balance.

The benefits and tactics to cultivate both high-achieving servant leadership and followership has increasingly been the topic people bring me in as a keynote speaker or podcast guest . I both love this topic and seeing the results in companies that embrace the combination.

Time and time again, as I’ve been brought into companies, I’ve seen the convergent validity confirm that servant leadership theory and followership are in fact related. In the future, I hope to release future studies and lists articles documenting the effects when business leaders, individual teams, and an entire larger organization embrace both of these. 

Many leaders in the corporate world are finally grasping that servant leadership methods can create a culture and work environment where everyone feels valued and respected. This may be the only style that truly works with remote teams, whether fully remote teams or those with only some remote team members. 

Leaders who are that open to the concept will empower their employees to take responsibility, effectively follow, share diverse opinions, and reach achievement levels not otherwise attainable. Servant leadership reminds followers that there is enough success to go around for everyone and that the best way to reach outcomes is to support their leader – or find a new role. 

If you’d like to learn more about transforming your leadership style and company culture, check out this podcast , where I share some helpful tips. 

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ASSOCIATION OF THE UNITED STATES ARMY

Voice for the army - support for the soldier, lessons in followership: good leaders aren’t always out front.

According to the Army People Strategy, the Army’s center of gravity is its people, and leaders must commit to innovation and thoughtful leadership. As military leaders progress and lead throughout their careers at different levels within the military, they often learn about leadership in professional development courses and on-the-job experiences.

Leaders also learn about management based on their requirements to oversee completion of important workplace projects. However, they may not be provided training on how being a better follower is critical to successful leadership and how to better lead and manage followers. They also may not be accustomed to interacting with a civilian workforce, where the concept of this is different.

  Most of their experiences come from leading soldiers, where subordinates are often forced to do tasks using positional power because the leaders outrank them based on paygrade and position.

In order to be a well-rounded leader, military leaders must know how to be better followers and know how to best lead and manage followers. If there are leaders and managers, there must be followers.

To best articulate the dynamics between the leader, manager and follower, let’s define what these words mean, based on their roles and the processes:

• Follower: A person who accepts guidance, command or leadership to assist in achieving goals and accomplishing tasks.
• Manager : A person charged with impersonally enabling task execution or subsets of an organization.
• Leader: Anyone who by virtue of assumed role or assigned responsibility inspires and influences people by providing purpose.
• Followership: A reciprocal process of leadership. This term refers to the capacity or willingness to follow within a team or organization.
• Management: An impersonal functioning process that controls and synchronizes internal structures, processes, procedures and systems.
• Leadership: The activity of influencing people by providing purpose, direction and motivation to accomplish the mission and improve the organization.

Power and Influence

A follower is a person who accepts guidance, command or leadership to assist in achieving goals and accomplishing tasks. Followership is a reciprocal process of leadership that refers to the willingness to follow within a team or organization. The follower accepts their role in followership based on two types of power from the leader or manager: positional power and personal power. Without power, there is no influence.

Leaders or managers use two types of power: positional power and personal power. Managers use more of the positional power, while leaders use more personal power.

Positional power is based on appointment, office held and hierarchical placement. Usually, managers have this positional power. They get things done based on compliance and resistance. They use expert, referent and information power to apply soft application through ingratiation, peer pressure, personal appeal, inspirational appeal, participation, consultation and coalition.

There is personal power based on charisma, knowledge, experience and performance. Usually, leaders have this personal power. They get things done based on engagement and commitment with the follower. Positional power, on the other hand, is based on legitimate reward information and coercive power that uses hard application through punishment pressure, legitimate requests, imposed stress and direct oversight.

Know Your People

In the Army’s This is My Squad initiative, its major component is found in Sgt. Maj. of the Army Michael Grinston’s message: We must understand the people around us. In order to be a better follower, individuals must understand and realize the influence and power of their leaders and managers. Being a better follower means being proactive and knowing how and what leaders and managers need to lead. This means anticipating future organizational needs and ensuring you are supporting leaders’ and managers’ support or information requirements. Being a better follower is also a form of so-called servant leadership.

Robert Greenleaf, who coined the term “servant leadership” and is the founder of the modern servant leadership movement and the Greenleaf Center for Servant Leadership, said true leaders are chosen by their followers. Servant leadership is understanding the needs of others, up and down a chain in the organization, being available at the right level and being mentally prepared to serve all others. Servant leaders exist at all levels, but one must be able to follow first. The better a follower can anticipate a need, before it is even asked, the more successful that leader and led relationship remains.

Being a great follower is having appropriate situational awareness of priorities and how to best support those efforts. The follower must be able to collaborate and have the ability to maintain good relationships with others up and down the leadership chain.

Strategist, management consultant, executive coach and international speaker Terina Allen’s November 2018 article in Fast Company , “Want to be a good leader? Learn to follow,” states that followership is a key component to leadership and that followers are not inferior to leaders. The article also notes that we do not give enough credit to those who have excelled in followership. It also states that the best followers make the best leaders because they view others as equals, teach others as humans with similar struggles and shortcomings, and value everyone’s contributions to achieve goals.

Follower to Leader

In the long run, being a better follower will help everyone be better leaders and managers. Individuals can take their experiences as followers to optimize their leadership and managerial roles.

To that end, military leaders must know how to develop followers. The concept of transformational leadership described by leadership and organizational behavior scholar Bernard Bass in 1985 provides insight into how to develop followers. In his book Leadership and Performance Beyond Expectations , Bass outlined the four I’s: idealized influence, intellectual stimulation, individualized consideration and inspirational motivation. The four I’s can be used in developing and empowering followers to also become leaders. Everyone can be improved as a follower, and to optimize having the best followers, organizations must engage in follower development. This is in line with the Army Talent Management initiatives nested in the Army People Strategy.

According to author and researcher Tom Rath and leadership consultant Barry Conchie in their 2009 book, Strengths Based Leadership: Great Leaders, Teams, and Why People Follow , followers have four basic needs: trust, compassion, stability and hope. There must be a basic level of trust between the leader and the follower, and the best way to build this trust is to be candid even when delivering difficult news. Compassion is based on the leader truly caring for their followers. This requires being genuinely concerned for the well-being of followers and assuming responsibility for them. Stability can be improved by leaders providing a solid foundation and knowing their followers’ core values. This equates to followers feeling secure about their position. Hope is how the leader has the ability to instill enthusiasm about the future for their followers.

Military leaders are often taught how to become better leaders and managers; absent is the discussion about the importance of effective followership and how to be better followers. It is important for leaders to foster a sense of responsibility of how to be a better follower in order to improve the follower’s leadership and management skills as well. Leaders need to self-reflect on how they can improve on being a follower and how they can support their leaders and managers.

The best followers understand how their leader makes decisions, are aware of critical challenges their leader faces and have a complete set of personal leadership skills that enable confident responses to what that leader or organization needs. A critical part of being a good follower is practicing servant leadership. When acting with the intent to serve others, natural followership emerges and further builds the organizational team at every level.

Lt. Col. Amelia Duran-Stanton is chief of the Ready and Resilient Integration Branch and deputy surgeon at Headquarters, U.S. Army Installation Management Command, Joint Base San Antonio-Fort Sam Houston. She has deployed to Kosovo, Iraq and Afghanistan. She holds a doctor of philosophy degree in postsecondary/adult education and a doctor of science degree in physician assistant studies (orthopedics).

Col. Alicia “Ali” Masson  is commander of the U.S. Army Environmental Command stationed with Headquarters, U.S. Army Installation Management Command. She has deployed to Kuwait, Iraq and Afghanistan.

Servant Followership and Servant Leadership

• First Online: 02 September 2023

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The need for more collaboration between leaders and followers in the world of work and organizations cannot be overemphasized. This chapter attempts to investigate the leadership contribution of Ephesians 6:5–9 by relying on an intertextual analysis of Colossians 3:22–25, 4:1. The aim of the chapter is to ascertain what can be learned from the relationship between leaders and followers from the chosen pericope. Employing oral scribal intertexture (recitation) and social texture (social roles and identity, social relationships, social codes) the selected text was analyzed. The results of the study showed that servant followers and leaders could emerge by both accepting to be servants of Christ. If both can follow Christ, then they can follow the leader and serve the follower as the case may be. The fact that the follower and the leader have the same boss will make it easy for them to flow and work together in any organization. Fairness to one another is guaranteed so long as both the leaders are servants of the same personality, Christ. For future research, how not to lead with threat and how not to serve by followers could still be studied from Ephesians 6:5–9.

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Akhilele, S. (2023). Servant Followership and Servant Leadership. In: Patterson, K., Winston, B.E. (eds) The Nature of Biblical Followership, Volume 1. Christian Faith Perspectives in Leadership and Business. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-031-37085-4_2

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Compare and Contrast Followership and Servant Leadership 

by Courtney Fraas

The two philosophies, followership and servant leadership, are discussed in the context of soldier development. However, these leadership styles are not exclusive to the army and applicable in business as well. When we compare and contrast followership and servant leadership we can better appreciate the relationship between the styles.  

Assess your leadership skills and pinpoint areas where you can improve when you download Bossibly’s Leadership + Influence Assessment . →

Followership 

In business, we often hear of leadership and read articles that address leadership style. It is much less often than we hear about followership. Followership is what the Ivey Business Journal has called “the other side of leadership.” It’s a person’s ability to follow the leader, so-to-speak. It’s the ability to take direction, be a team member, and describes their overall willingness to follow a leader. Although there are very few company accolades for superior followership, followers are vital in reaching business objectives. In many cases, people working in an organization will have both a traditional leadership role while also being a follower. They follow the direction of their superior while being a leader to their team members.

Servant Leadership  

Coined in 1970 by Robert K. Greenlead, the phrase servant leadership is a leadership philosophy that focuses on how a leader interacts with others, specifically their subordinates. It is unlike many traditional leadership styles. A servant as a leader will focus on putting employee development and needs first. It is an approach that is focused on long term objectives and relationships. In some ways, it’s like a role-reversal. The leader works to serve the employees, rather than the employees serving the leader. A good servant leader is altruistic. Subservant leaders prioritize employee needs and well-being. By doing so, employee performance increases and company objectives are met or exceeded.    

Compare and Contrast 

When we compare and contrast followership and servant leadership, we can see there are many similarities. Followers and servant leaders both value commitment, servitude, enthusiasm, flexibility, and versatility. There is also a great detail of trust and mutual respect. Followers trust their leader’s guidance and respect their direction, and servant leaders trust their followers’ abilities and respect them as a person. Servant leadership and followership are the same in that both would be willing to jump in and help with a project, regardless of their organizational position. They also appreciate long term relationships and their actions serve to nurture them. A servant leader serves their followers, and followers serve their leader.   

The main difference between followership and servant leadership is the amount of responsibility and demand. A servant leader as a manager or superior will often have more job responsibilities than their followers, and more of the organizational success will rest on their shoulders. In addition to serving their team, they have their own targets, tasks, and responsibilities to look after. As Aristotle once said, “He who cannot be a good follower, cannot be a good leader.” It is difficult to say whether one is better than the other, as they are complimentary. Good servant leaders are guiding followers to be the leaders of tomorrow.

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Home Essay Examples Management Leadership

Followership And Servant Leadership

• Category Management
• Topic Leadership

The purpose of this essay is to explain why effective listening and servant leadership are important to me; and how I will implement what I learned from these two lessons when I return to my unit. In the Army, communication is a very important skill, and effective listening is the key characteristic of communication. Effective listening, according to Fulwiler, is a critical part of being a transformational leader, where you focus on not just the task, but also the person doing the work. It shows respect how a leader cares for his soldiers. Another lesson important to me is servant leadership. A Leader should serve his team first and then lead his team members. I think it will develop my leadership when I return to my unit.

Effective listening is one of the most important communication skills for leaders. For Noncommission Officers (NCOs) facing complicated situations in the world, it is difficult for leaders to make correct judgments, and formulate effective decision-making schemes alone. Therefore, it is important to learn effective listening to understand the opinions of Soldiers in communication. To develop effective listening, I will build two-way communications with my soldiers first. When I communicate with someone else, I will give people the opportunity to speak their ideas. This is because each person is an individual, and everyone has their own way of critical thinking. Effective listening is not just about listening to the meaning of the sentence. For example, when Soldiers are talking to me, I will stop everything I am doing and give my undivided attention to that person until that person finishes speaking. Simple actions like this can help listeners focus on the moment, and it captures the message that the other person wants to convey. It lets the other person know that the listener is effectively listening. Effective listening is truly an important characteristic of leadership. An NCO cannot be a great leader until they become a great communicator. Great communicators know how to build two-way communication. Thus, Leaders can understand what Soldiers say and think by connecting with people through straightforward conversations with effective listening. Besides effective listening, servant leadership is another important lesson to me.

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Servant leadership is another important lesson to me. A leader cannot lead people without followers. A servant leader always puts his team first, and himself second. When I return to my unit, I will check in with my soldiers often to see how they are, and I will help them develop the skills they need to advance their careers, even if this means that they may move on. I will let everyone on my team knows that I am there for them. I will also make an effort to see situations from others’ perspectives. I will make decisions with the team’s best interests in mind and ensures that everyone has the resources and knowledge they need to meet their goals.

Thus, listening and servant leadership are important courses I learned from Basic Leader Course (BLC). When I return to my unit, I will do my best I can. I will respect my soldiers listen to them what they truly needed. I will always put them first, and myself second.

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Social Change and Servant Leadership Models

This essay about the Social Change Model (SCM) of leadership development explores how this framework nurtures leadership qualities across individual, group, and community levels to promote societal change. Originating from UCLA in the 1990s, SCM emphasizes a value-based, three-tier approach that encourages self-awareness, collaboration, and community engagement among leaders. It highlights key personal values like consciousness of self, congruence, and commitment, which are essential for ethical and effective leadership. At the group level, it focuses on collaboration, common purpose, and handling controversy with civility, stressing the importance of inclusive and constructive group dynamics. Finally, it elevates the role of citizenship, urging leaders to act with an awareness of their broader impact on society. This model has practical applications in educational settings and various organizations, aiming to cultivate leaders capable of driving significant social change. The essay discusses the implementation challenges and the necessity of a shift in traditional leadership training to embrace a more comprehensive, community-focused perspective.

How it works

Leadership is often viewed through the lens of guiding teams and influencing others to achieve specific goals, but it encompasses so much more when aimed at fostering social change. The Social Change Model (SCM) of leadership development is particularly intriguing because it was designed not just to promote leadership skills but to encourage positive societal impact. This model, developed in the 1990s by researchers at the Higher Education Research Institute at UCLA, outlines a process that intertwines personal growth, group dynamics, and broader community engagement.

It champions the idea that effective leadership can indeed transform society for the better, operating on individual, group, and societal levels.

At its heart, the SCM is grounded in values-based action. It starts with individual values—each person is encouraged to engage in self-reflection to become conscious of their own beliefs, values, and emotions. This self-awareness is crucial because it informs the way individuals motivate themselves and interact with others. The model asserts that leadership begins from within and that a deep understanding of oneself is critical to effectively leading others. This includes an alignment of one’s actions and values, referred to in the model as congruence, and a strong personal commitment to participating actively in the leadership process.

From the personal, the model expands into how individuals interact in groups. Here, the values emphasized include collaboration, a common purpose, and managing controversy with civility. True collaborative efforts require understanding and harnessing the diverse strengths and viewpoints of all group members. A common purpose helps unite these efforts under a shared goal, ensuring that everyone is working toward the same end. Meanwhile, controversy with civility is an acknowledgment that conflict is a natural part of any group endeavor, especially when stakes and passions run high. The SCM highlights the importance of handling such conflicts constructively, without diminishing diverse viewpoints which are vital for comprehensive and inclusive decision-making.

The outer layer of the model focuses on the community or societal impact, emphasizing citizenship. In this context, citizenship is about recognizing and acting on one’s obligation to the wider community and considering the broader implications of the group’s actions. It’s about seeing beyond the immediate group and understanding the interconnectedness of various societal elements. Effective leadership, according to the SCM, should aim to uplift not only individual group members or the immediate team but also positively influence the wider community and society.

This holistic approach to leadership is particularly applicable in educational settings, where the next generation of leaders is being shaped. Educators are encouraged to integrate the principles of the SCM in curricula and campus activities, thereby instilling these values early on. Students are taught not only about leadership in the traditional sense but also about their potential impact as leaders on wider social issues. This method fosters a sense of responsibility and a desire to actively contribute to societal improvement.

Moreover, the SCM isn’t just theoretical. It has practical implications and has been implemented in various organizations and institutions seeking to promote leadership that is both inclusive and effective. For instance, community service groups, student organizations, and nonprofit entities have utilized the SCM to structure programs that enhance the leadership skills of their members while also addressing specific social challenges.

In today’s globalized world, where societal issues are more interconnected than ever, the need for leaders who can navigate complex landscapes and foster positive change is critical. The SCM serves as a blueprint for developing such leaders. It emphasizes the importance of leadership that is not only goal-oriented but also ethically sound and socially conscious. This kind of leadership goes beyond achieving short-term objectives; it involves building communities that are resilient, inclusive, and forward-thinking.

Despite its many strengths, the SCM is not without its challenges. Implementing such a comprehensive model requires a significant shift in traditional leadership training, which often focuses more on individual achievement and less on collective well-being. It also demands continuous effort and commitment from both leaders and participants to reflect on and engage with these values consistently.

In conclusion, the Social Change Model of Leadership Development offers a robust framework for cultivating leaders who are equipped to make a significant impact on society. By emphasizing the interconnectedness of individual, group, and societal values, it fosters a comprehensive approach to leadership. As we face increasing global challenges, from climate change to social inequality, the principles of the SCM provide a solid foundation for nurturing leaders who are prepared not only to face these challenges but to drive meaningful, lasting change.

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Social Change And Servant Leadership Models. (2024, May 01). Retrieved from https://papersowl.com/examples/social-change-and-servant-leadership-models/

"Social Change And Servant Leadership Models." PapersOwl.com , 1 May 2024, https://papersowl.com/examples/social-change-and-servant-leadership-models/

PapersOwl.com. (2024). Social Change And Servant Leadership Models . [Online]. Available at: https://papersowl.com/examples/social-change-and-servant-leadership-models/ [Accessed: 10 May. 2024]

"Social Change And Servant Leadership Models." PapersOwl.com, May 01, 2024. Accessed May 10, 2024. https://papersowl.com/examples/social-change-and-servant-leadership-models/

"Social Change And Servant Leadership Models," PapersOwl.com , 01-May-2024. [Online]. Available: https://papersowl.com/examples/social-change-and-servant-leadership-models/. [Accessed: 10-May-2024]

PapersOwl.com. (2024). Social Change And Servant Leadership Models . [Online]. Available at: https://papersowl.com/examples/social-change-and-servant-leadership-models/ [Accessed: 10-May-2024]

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