July
2008
How to
be a Servant-Leader
Last October I wrote a column on
servant-leadership. Since that time I have presented seminars to
personnel in several corporations and government agencies on “How to be a
Servant-Leader.”My audiences have consisted mostly of entry, middle and
upper level managers or supervisors. Many of these people protested, “I am
a manager—I’m a supervisor—I don’t really consider myself to be a leader.”
But the fact is whether people supervise or manage a small unit or a large
agency, subordinates look to them for purpose and direction. They expect
their managers or supervisors to demonstrate leadership; and the most
effective leadership is servant-leadership.
How, then, does one become an effective servant-leader. It takes more
than just wanting to be one. Desire is not enough—though it is a good
start. You need two other things: character and competency. Character is
who you are. Competency is what you can do.
To be effective, servant-leaders must first have a desire to lead
because it is the best way they can serve others and serve the
organization; second, they must have the competency or leadership skills
and abilities to lead; and third, they must possess strong character—the
moral, ethical and spiritual values necessary to lead.
In following months we will look more closely at character and competence.
