Serving instead of directing: What servant leadership means for projects

At first glance, servant leadership appears paradoxical, as leadership is understood here as serving. In agile contexts, however, it becomes clear that leaders are increasingly required to act as supporters rather than commanders, as they focus on the development and autonomy of their team.

The concept of servant leadership goes back to Robert Greenleaf. He established it in business practice, with his understanding of leadership being strongly shaped by religious and spiritual influences: to lead means to serve people. Serving represents a fundamental attitude to life that arises from the leader’s spirituality and gives them identity. In this way, the foundation was laid for a new leadership theory. A widely used definition today by Laub describes servant leadership as an understanding and a practice in which the benefit of those being led is placed above the leader’s self-interest. Appreciation and development are fostered, community is built, authenticity is lived, and power and status are shared for the benefit of the individual, the organisation and its stakeholders.

By focusing on service to others, the team is placed first and its long-term development is brought to the forefront. In doing so, the leader relinquishes authority and leads selflessly. This definition has been operationalised through various attributes: active listening, empathy, healing, awareness, persuasion, conceptualisation of vision, foresight, stewardship, commitment to growth and the building of community. This also includes creating an environment in which the team can thrive, in which work succeeds under the best possible conditions and in which development is encouraged, so that members feel supported and cared for. Empathy and appreciation are reflected in the fact that servant leaders are compassionate, listen actively and genuinely seek to understand the perspectives of others, while at the same time recognizing and meeting the individual needs of employees in order to support their growth. Instead of relying on authority, they use persuasion and a clear vision. They stand responsibly alongside the team, handle resources with care and strengthen the sense of community. A servant leader views participation in decision-making as an opportunity for shared success.

In classical leadership models, the superior usually makes decisions alone, issues corresponding instructions and does not rely on employee participation. They place their own interests at the centre, focus primarily on results and mainly listen to themselves. In contrast, servant leadership emphasises empowerment: leaders support their employees, share relevant information with them, promote their development, keep the bigger picture and the well-being of all in mind, prioritise growth and development, listen attentively, take every opinion seriously, share their power and seek to move forward in the interests of the organisation. Servant leadership means “serving” employees and making decisions jointly within the team, without fully relinquishing leadership responsibility.

Teams led by servant leaders are often more motivated, take on more responsibility and achieve better results. Greater motivation leads to higher efficiency, increased productivity and ultimately to higher-quality outcomes. An attractive, appreciative working environment also increases the chances of attracting exceptional talent. This approach is particularly well suited to agile working environments, as self-organised employees can respond more flexibly to new challenges. A classical leadership style can inhibit innovation here, especially in the context of digitalisation and the associated complexity. Self-directed and trust-based leadership encourages employees to work more conscientiously, creatively, and efficiently. They identify more strongly with the leader and follow them out of conviction and belief in a vision. In addition, this leadership style is well suited to managing different generations, as it accommodates diverse values and needs and creates immediate value for the organisation through appreciation.

In crisis situations, clear instructions and rapid decisions are required. Servant leadership is therefore not a panacea, and project managers must switch situationally between coaching and directive behaviour. This approach requires a high degree of openness and flexibility. Employees and leaders who prefer authoritarian and clearly structured processes may not accept this style, which can make its implementation more difficult. The reduced focus on precise task allocation and control can also lead to a loss of oversight, meaning that errors may only become visible at a late stage. Employees who are strongly accustomed to authoritarian leadership may feel overwhelmed when transitioning to a servant leader, as they must learn to work more independently and take on responsibility. For the leader, this style represents a significant challenge, as relinquishing positions of power and control requires a high level of humility and dedication, without abandoning the leadership role entirely. A servant leader must continue to provide direction, create vision, and manage responsibly, even while sharing power for the benefit of the team.

Initial models of servant leadership have already been developed and can be subjected to empirical testing, particularly in the service sector. Here, leaders can serve as role models through their behaviour towards employees, shaping how employees in turn behave towards customers. Servant leadership therefore means consciously using one’s power for the benefit of the team, fostering trust and enabling development in order to lead effectively.