Page 31 - Harnessing the Strengths

14 ■ Servant-Leadership: In a Nutshell

ing are not productive. The ambition for power also shades
one’s view of success. Success is then defi ned in terms of
power, rather than what you have achieved for the organi-
zation or for the community. In addition to that, power is
addictive. You can never get enough and as a result it can
have a corrupting effect.

Double Focus

Thus a need for a leadership model with a more productive
approach: the wish to serve others. In large part, this model
is referred to as “servant-leadership” because of the motive.
Power is not seen as irrelevant, but consciously used in
order to serve. People working within this model are called
servant-leaders.
Companies that implement servant-leadership are very
successful as a result. How is it that servant-leadership suc-
ceeds where the unilateral power model fails in combining
opposites? The answer can be found in the double focus of
a servant-leader. The power model tilts heavily in favor of
leading and is out of balance, whereas servant-leadership
integrates both serving and leading, or, even better, serving
by leading or leading by serving. This is a much broader
basis that results in a more harmonious management style.
A servant-leader knows that his or her own growth
comes from facilitating the growth of others, who are the
fi nal deliverers of the output. In addition, this double focus

fits perfectly with the raison d’être of the company. Com-
panies derive their existence from what they can do for the
community. Whether discussing private, public, govern-

ment, or nonprofit companies, the ultimate goal is to be
forthcoming in meeting the needs of humankind. Regard-
less of whether the people are clients, patients, students,