Servant leaders sense mission and vision

According to Blanchard and Hodges (2003), "Servant leadership begins with a clear and compelling vision of the future that exites passion in the leader and commitment in those who follow. In practical terms a good vision has three parts:

Your purpose/mission: What business you are in--How will it benefit your customers?

Your preferred picture of the future: Where are you going--What will you look like if everything is running as planned?

Your values: How do you want people to behave when they are working on your mission and picture of the future--What do you stand for?"

Blanchard, K., & Hodges, P. (2003) The Servant Leader. Nashville, TN: J. Countryman.

Motivating others by meeting needs

Robert Greenleaf wrote that the servant leader is one who seeks to help followers become "wiser, freer, and more autonomous" and "better able themselves to lead." An important insight for the aspiring leader is to realize a key to organizational success is to help those being led reach their full potential. Much has been written about "investing" in people, about how to train and develop a work force team. But what a leader really needs to understand is what every person needs to be motivated.

The following three keys to personal motivation are critical to success for each of us and those around us:

Three basic needs that lead to motivation
1. autonomy—a sense of control, freedom, and choice over one’s circumstances
2. sense of belonging—a belief that one is significant beyond one’s own self
3. competence—no one wants to feel stupid; instead, we need to feel able to succeed

Keep in mind these basic needs are just that, NEEDS. Not wants, not hopes, but needs. As a leader hopes to inspire, motivate, and serve always consider how to serve other's needs. Help followers to be more autonomous, give them a sense of belonging, and develop their sense of competence.

What is your definition of power?

When defining power, most people think of words like influence, control, authority, and the ability to get things done. Some leaders covet power; they are hungry for it. Their idea of leadership is to exercise power over others--some acting in others best interest, with some acting in self's best interest. But I would challenge the whole notion of "power over" as the means to true leadership. Instead, I would advocate for "power with" those being led.

This type of leadership is what Robert Greenleaf defined as servant leadership, that those being led should be wiser, freer, more autonomous, and more likely themselves to serve others. By building consensus, by listening, by sharing a vision for the future, true leaders empower followers to succeed.

"Power over" relies of coercion, manipulation, and positional authority to get things done. "Power with" asks for followers to learn together, to develop a common purpose, and to improve self for the sake of the whole.

When you make decisions regarding what type of leadership you will exert today, be a "power with" leader. Choose your words and deeds with your followers best interests in mind.