Shifting the Paradigm: Servant Leadership, Reaction Paper Example

The concept of servant leadership triggers two distinct ideas in my mind, and the first is how this style radically reinterprets models long in place. Servant leadership essentially reverses traditional paradigms of leading, even as it reflects qualities of transformational and charismatic leadership.  It is based on the leader’s concerns being fixed upon the needs, realities, and potentials of the followers, and this goes to my second reaction.  In plain terms, I think of Jesus Christ because there is no more perfect representation of such selflessness.  This is not to claim that any servant leader may be expected to be so giving, of course.  Nonetheless, this ultimate example still reflects the inherent value and morality in the model, no matter the field in which the leadership is practiced.

This thinking in place, I genuinely admire servant leadership, and because it is both supremely ethical and practically effective.  The more people feel valued and attended to, the more they are likely to give of themselves, so the servant leadership generates commitment willingly made by followers.  At the same time and my admiration notwithstanding, it is challenging to me to develop and practice the servant model. Some qualities of the leadership, such as empathy, do not come naturally to individuals (Barbuto), and this is the case with me personally.  It is not that I dismiss the feelings of others; instead, it is more that my own experience supports the value of the individual overcoming obstacles with little or no support.  Coming into the U.S. five years ago, I had no choice but to make my own way with no connections and little money.  I was fortunate enough to lay the foundation for the future I want, but having had to do this independently reinforces my feeling that others should be able to do the same.  Consequently, my respect for servant leadership translates to my need to develop greater awareness of the circumstances of others and the crucial quality of empathy.  This, however, is a very real goal: “Leaders who are empathetic have earned confidence from others by understanding whatever situation is being faced” (Barbuto).  No leadership style then better motivates others, through the leader’s caring for them, and I am determined to develop my own abilities and perceptions accordingly.

When I consider my internship in the light of servant leadership, I must admit that the approach is by no means apparent in this environment.  This is not a criticism; I work at a law firm, my duties are largely based on researching new trade regulations, and it is not surprising that such a setting would more reflect traditional and hierarchical leadership.  At the same time, it has occurred to me that servant leadership may be identified in less overt ways.  My manager, for example, assessed my work and informed me that I needed to think more in terms of business, and less academically.  I changed my focus, my boss is pleased, but the main point goes to that interaction.  On one level, my superior was simply behaving in a traditional leadership role, by virtue of instructing an intern to improve in a specific way.  On another, however, I am able to perceive an intent going beyond the traditional and reflecting the “altruism” of servant leadership.  In plain terms, this manager knows I am an intern and that my future will likely go in directions away from the firm; his advice, then, addresses that future.  Certainly, it was prompted by what he perceived as necessary for the firm, but the direction also had value for my development in business generally, so some deeper interest may have motivated it. Put another way, my boss may have practiced some degree of servant leadership with no conscious intention to do so.  This belief in place, I honestly believe that servant leadership represents the future of leadership in general.  If it dramatically shifts traditional paradigms, it does so in ways promoting both the highest adherence to ethics and the pragmatic needs of any organization, and is a model I am committed to reflecting in my own career.

Works Cited

Barbuto, John E., Jr.  “Becoming a Servant Leader: Do You Have What It Takes?”  University   of Nebraska, Oct. 2007.  Web.  21 Oct. 2015.