Page 21 - Harnessing the Strengths

4 ■ Servant-Leadership: In a Nutshell

out as a management consultant because he had an unusual
approach. In contrast to many of his colleagues, he not only
looked at numbers and systems but also viewed these things
in their context. In his early writings, he promoted the idea
that “work exists for the person, as much as the person exists
for the work.” He was part of the avant-garde in advocating
courses in listening, and he brought in theologians and phi-
losophers for management advice. Shortly before retirement,
he became a professor at the Sloan School of Management of
MIT and at Harvard Business School. He also gave lectures
at Dartmouth College and the University of Virginia.

Theoretical Foundation

During his work as a consultant, he was known for the idea
that the purpose of leaders was to serve their people and to
bring the best out of them. After he left AT&T, he began to
further develop his thoughts, which led to the publication in
1970 of the essay mentioned above: The Servant as Leader.
In various books and articles, he saw the solid foundation
and possibilities for a future movement of servant-leadership.
The essence of leadership is the service of others, according
to Greenleaf. Servant-leadership is more than just another
variation of leadership styles. It is a lifestyle that arises from
the deep belief that the heart of your mission as a leader is to
continually challenge others, to encourage them, and to give
them a chance to develop their talents. One can spot a servant-
leader, therefore, by the fact that the people around him or her
also grow.
At that time, during a period in management theory that
was known for hierarchy and striving for power, this was a
revolutionary thought. But it was exactly that revolutionary
element that appealed to people. His concept was inspir-