Servant leadership applies at both the individual and organizational level and requires a commitment to a continuous cycle of learning, affirming and demonstrating, which are the pillars of Aurora University's Servant Leadership Initiative.
The concept of servant leadership was first introduced by Robert K. Greenleaf in 1970 and has reaped success for companies such as Southwest Airlines, ServiceMaster Company, U.S. Cellular and TTI Industries.
"Through its commitment to a continuous cycle of learning, affirming and demonstrating, the AU Servant Leadership Initiative has become another valuable resource for staying engaged in the process of lifelong learning."
— Norris Lineweaver,
George Williams College '67
In his essay, "The Servant as Leader," Greenleaf wrote that a servant leader carefully makes sure that the highest priority needs of others are being met, leading to those people becoming "healthier, wiser, freer, more autonomous, more likely themselves to become servants."
Later, in his essay "The Institution as Servant," he wrote, "If a better society is to be built, one that is more just and more loving, one that provides greater creative opportunity for its people, then the most open course is to raise both the capacity to serve and the very performance as servant of existing major institutions by new regenerative forces operating within them."
The goal of servant leadership is to serve others. As leadership expert and author Ken Blanchard put it, "Servant leadership is about getting people to a higher level by leading people at a higher level."
Servant leadership is a lifelong learning process, the success of which is judged by the experience of those led. The impetus to pursue servant leadership varies from leader to leader, but the result is ubiquitous — professional environments where people are motivated by a sense of meaning and impact in their work, and professional relationships infused with trust and forged upon the principle of stewardship.The personal and challenging nature of servant leadership necessitates the leader's attention to personal renewal. James Autry charges aspiring servant leaders to be authentic, vulnerable, accepting, present and useful. The ability to practice any of these things consistently in a leading role requires attention to personal renewal.
Lasting success in servant leadership requires ongoing attention to learning, affirming and demonstrating related practices and skills. The Aurora University Servant Leadership Initiative provides opportunities in each of these areas.
