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SEVEN PILLARS OF SERVANT
LEADERSHIP.
Carolyn Crippen, Ph.D.
Leadership Studies
University of Victoria
Greenleaf’s (1970) Servant-Leader
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A S-L is servant first…It begins with the natural feeling that one wants to serve,
to serve first. Then conscious choice brings one to aspire to lead.
The best test is: Do those served grow as persons?
Do they while being served, become healthier, wiser, freer, more autonomous,
and more likely themselves to become servants?
And what is the effect on the least privileged in society? Will they benefit, or
at least not be further harmed? (p. 7)
Sipe & Frick’s (2009) Servant-Leader
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A S-L is a person of character who puts people first.
S/he is a skilled communicator, a compassionate
collaborator who has foresight, is a system thinker,
and leads with moral authority.
(p. 4)
Leadership Shift
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Humility certainly helps limit the development of a toxic, defensive,
in-your-face leader into one who draws upon the strength of others.
Basically leaders’ distrust in S-L stems from their own insecurity and
egotism. They do not have the confidence that others will follow
them, if they cannot exercise coercive power indiscriminately.
(Sipe & Frick, 2009, p. 29)
Humility
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The practice of S-L as embodied in the trait of humility requires
courage of intentional vulnerability and voluntary surrender of one’s
ego for the sake of others and the organization. Of course no-one
can do this overnight. Some never begin the journey, while precious
few stay with it to competition. But the journey is the key for those
seekers known as Servant-Leaders.
(Sipe & Frick, 2009, p.29)
First Steps
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Be courageous : intentionally make yourself vulnerable
to the possibility that you are not right all the time.
Ask yourself:
Am I right?
What is my second thought?
Am I doing a wise thing?
Will this action meet the conditions of Greenleaf’s Best Test?
(Sipe & Frick, 2009, p. 30)
Serves a Higher Purpose
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Joseph Jaworski states,
With Greenleaf, I have come to believe that if we
are willing to take the most difficult journey toward
self-discovery and lifelong learning, we will lead
lives filled with meaning and adventure. Moreover,
we will gain the capacity to create and shape the
future for ourselves and our organizations in ways
we can hardly imagine.
(Synchronicity, 1998, p. 21)
Seven Pillars
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1. Person of character.
Makes insightful, ethical,
and principle-centered
decisions.
 Maintains integrity
 Demonstrates humility
 Serves higher purpose
2. Puts people first.
Helps others meet their
highest priority
development needs.
 Displays a servant’s
heart
 Is mentor-minded
 Shows care &
concern
…continued
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3. Skilled communicator.
Listens earnestly &
speaks effectively.
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Demonstrates empathy
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Invites feedback
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Communicates
persuasively
4. Compassionate
collaborator.
Strengthens relationships,
supports diversity, and
creates a sense of
belonging.
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Express appreciation
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Builds teams &
communicates
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Negotiates conflict
…continued
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5. Has foresight.*
Imagines possibilities,
anticipates the future, &
proceeds with clarity of
purpose.
Visionary
Displays creativity
Takes courageous &
decisive action
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6. Systems thinker.
Thinks & acts
strategically, leads
change effectively, &
balances the whole with
the sum of its parts.
Comfortable with
complexity
Demonstrates adaptability
Considers the Greater
Good.
…continued
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7. Leads with moral authority.
Worthy of respect, inspires trust & confidence, and
establishes quality standards for performance.
Accepts & delegates responsibility
Shares power & control
Creates a culture of accountability
The 21 competencies
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We realize that not every accomplished S-L
demonstrates all twenty-one traits all of time. But
whenever any traits are present in adequate
measure, and as they accumulate, they serve to
enrich and fortify the S-L and those who surround
him or her.
These competencies can also represent a set of
performance appraisal metrics- barometers of
professional growth for the continuous evaluation of
your leadership strengths and development needs.
Ask Yourself- The Personal Journey
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Identify and reflect upon what needs changing.
Express a desire to change.
Find and claim incentives to change.
Gain access to knowledge and skills associated with
the target behaviour.
Practice, practice, practice.
Feedback on efforts to change.
Meet Greenleaf’s Best Test about how others grow
as a result of your action.
Then, Ask Others14
The Institutional Journey
1.
2.
3.
4.
5.
Discovery
Desire and incentive to change
Learning
Practice
Feedback and evaluation- The Best Test
Implementation of 7 Pillars
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Cannot be implemented with a few memos and pep
talks.
Requires a dedicated effort of study, skill practice,
feedback, and reflection about your deepest
values.
Everything begins with the individual (Greenleaf).
Servant Leadership starts with you.
Only then can it become embedded into your
organization’s operations, climate, and culture.