Here’s How Servant Leadership Theory and Strategies Can Help Engage Your Team
Introduction to Servant Leadership
Imagine a workplace where leaders put their employees first, where engagement thrives, and retention isn’t just a goal but a natural outcome of a positive environment. This isn’t some far-off ideal—it’s a reality more companies are achieving through servant leadership, a philosophy that flips the traditional leadership model on its head. Rather than being at the top of the pyramid, servant leaders work to empower and uplift their teams, creating a foundation of trust, support, and mutual growth.
For U.S. businesses, especially those navigating the complexities of remote work and the changing expectations of today’s workforce, embracing servant leadership could be the key to unlocking higher employee engagement and stronger retention rates. In this blog, we’ll explore what servant leadership is, how it can be applied in U.S. companies, and why it matters more than ever. We’ll consider recent research by Eliana Minelli (2021), discuss the challenges of remote work, and outline actionable strategies that HR departments and leaders can use to create a more engaged and motivated workforce.
What is Servant Leadership?
Servant leadership, a concept first introduced by Robert K. Greenleaf in 1970, shifts the focus of leadership from authority to service. Robert Greenleaf drew inspiration for the concept of servant leadership from Hermann Hesse’s Journey to the East. In the story, the character Leo, who serves a group humbly, is later revealed to be their leader. This idea that a great leader is first a servant deeply resonated with Greenleaf and shaped his philosophy of leadership.
Instead of leading by control, servant leaders prioritize the well-being, development, and growth of their team members. This leadership style encourages leaders to empower employees, foster collaboration, and promote a positive workplace culture where employees feel valued and motivated to succeed (Greenleaf, 1970). Characteristics of servant leaders include listening, empathy, healing, awareness, persuasion, foresight, stewardship, commitment to growth of people and building community. Reviewing these characteristics, it becomes clear why this management style fosters both individual and organizational success.
Why Has Servant Leadership Gained Popularity in Research and Practice
Though it has roots in Greenleaf’s 1970 essay, servant leadership gained momentum in academic research starting in the 1990s. Leadership scholars began exploring more relational and ethical leadership models, finding that the principles of servant leadership aligned with these emerging ideas.
Larry Spears (1995) played a crucial role in popularizing servant leadership by defining its key characteristics, including empathy, listening, and stewardship. Additionally, James A. Laub (1999) contributed significantly by creating the Servant Organizational Leadership Assessment (SOLA), later renamed the Organizational Leadership Assessment (OLA), a tool that allows researchers to empirically measure the impact of servant leadership on organizations. These developments positioned servant leadership as a key area of study in leadership and management as illustrated by the thousands of research articles and publications in this area. Several institutions and organizations are also devoted to the ideals of servant leadership including The Robert K. Greenleaf Center for Servant Leadership, The Spears Center for Servant Leadership , and the Servant Leadership Institute.
Insights from Minelli’s Study: Servant Leadership and Employee Engagement
In her 2021 study, Eliana Minelli explored the relationship between servant leadership and employee engagement in an Italian consulting firm. The study identified several positive drivers of engagement, such as leadership empowerment, trust, and team cohesion. Employees felt more motivated and committed when they were trusted to take responsibility for their work and given opportunities for personal and professional growth.
However, the study also highlighted negative mediators—factors that hindered engagement. Low supervision and unclear task definitions, especially during the pandemic when many employees shifted to remote work, were cited as major issues. Employees reported feeling disconnected from their teams and demotivated by a lack of clear expectations and guidance (Minelli, 2021).
For U.S. companies, these findings are highly relevant. They suggest that while servant leadership can foster higher employee engagement, clear communication and defined roles are critical, particularly in remote work settings.
Strategies for U.S. Employers: Leveraging Servant Leadership for Engagement and Retention
1. Empower Employees with Autonomy
A key takeaway from Minelli’s study is that employees thrive when they are empowered with autonomy and responsibility (Minelli, 2021). U.S. companies can implement this by encouraging employees to take ownership of projects and make decisions, creating a sense of trust and investment in the organization. Leaders should provide support and guidance without micromanaging, allowing employees to develop and succeed.
2. Foster Team Cohesion and Collaboration
Team cohesion emerged as a major factor in engagement. Servant leaders can enhance this by promoting a collaborative culture where team members feel connected and supported. U.S. employers should create opportunities for teamwork, peer recognition, and cross-functional collaboration. Even in remote settings, virtual team-building activities and regular communication can strengthen team bonds.
3. Clear Communication is Key—Especially for Remote Work
Minelli’s study identified low supervision and unclear task definitions as significant barriers to engagement, particularly during remote work transitions (Minelli, 2021). U.S. companies must ensure that remote employees receive clear expectations, regular feedback, and ongoing support. Implementing structured communication practices like weekly check-ins and goal-setting meetings can help address these challenges.
4. Provide Transparent Career Development Opportunities
Another critical factor affecting engagement is career development. Employees become disengaged when they don’t see a clear path for promotion or growth. U.S. businesses can counteract this by offering transparent career development plans, mentorship programs, and regular performance reviews that clearly outline paths for advancement.
5. Prioritize Work-Life Balance
Servant leadership also emphasizes the importance of employee well-being, and Minelli’s study shows that poor work-life balance negatively impacts engagement (Minelli, 2021). Offering flexible work arrangements, encouraging time off, and promoting wellness initiatives can improve retention and keep employees engaged in the long term.
6. Remote Work
Remote work became widespread during the COVID-19 pandemic, and Minelli’s study highlights how it has impacted employee engagement. Many employees reported feeling isolated and disconnected from their teams due to the lack of in-person interaction and unclear communication regarding their tasks.
For U.S. companies, this underscores the need for servant leaders who can address the unique challenges of remote work. Leaders should prioritize regular communication, maintain open feedback channels, and ensure that employees feel supported even when working from home. Virtual team-building activities, goal-setting, and check-ins can foster a sense of connection and ensure employees remain engaged.
Conclusion: Building a Servant-Led Organization
Servant leadership offers U.S. businesses a powerful strategy to enhance employee engagement and retention. By empowering employees, fostering a collaborative culture, and providing clear communication, leaders can create an environment where employees feel motivated, valued, and committed to their work.
The insights from Minelli’s (2021) study, combined with the foundational work of scholars like Greenleaf, Spears, and Laub, provide a roadmap for U.S. employers to implement servant leadership practices that can transform their workplace culture. In doing so, they will not only improve employee engagement but also build a loyal, high-performing workforce that is better equipped to manage today’s changing work environments.
References
Greenleaf, R. K. (1970). The servant as leader. The Robert K. Greenleaf Center for Servant Leadership.
Hesse, H. (1956). The journey to the east (H. Rosner, Trans.). Noonday Press. (Original work published 1932)
Laub, J. A. (1999). Assessing the servant organization: Development of the servant organizational leadership (SOLA) instrument (Doctoral dissertation, Florida Atlantic University).
Minelli, E. (2021). Servant leadership and employee engagement: A qualitative study. Employee Responsibilities and Rights Journal. Springer Science and Business Media LLC.
Spears, L. C. (1995). Reflections on leadership: How Robert K. Greenleaf’s theory of servant-leadership influenced today’s top management thinkers. John Wiley & Sons.
Written by Lisa J Meier with support from ChatGPT.