Servant Leadership: Motivate, Elevate, Recognize (and Avoid These Don'ts)

Leadership is often portrayed as a hierarchy within an organizational structure. However, as author and leadership coach John Maxwell emphasized, "Leadership is not about titles, positions, or flowcharts. It is about one life influencing another."

Without the ability to influence, employees may not fully commit to the organization's mission. During challenging times, employee support can fade away if leadership cannot influence them to stay the course.

Every individual steps into a leadership role in certain situations in life and work.

Building relationships and connecting with individuals are the most important elements of any leadership agenda. Engaging in meaningful dialogue with employees helps to clarify expectations and objectives. During dialogue, leadership conveys a clear message of how employees can contribute individually to achieving future goals.

Workplace environments are not as they were in prior decades. Employees are not influenced by the possibility of losing their jobs. The internet provides plentiful work opportunities for highly skilled workers. Employees move from one job to another. Since the job climate has changed, leadership strategies of past are not as effective anymore.

Take time to have offline conversations to build trust and transparency to support future agendas. Transformation is a very disruptive process to organizations and individuals. To accomplish changes, you must cultivate ideas locally and gain allyship before implementation.

Three components (Motive, Elevate and Inspire) are critical tools within the toolbox of servant leadership that successfully supports transformational agendas.

Many publications highlight actions for leadership members to drive business success. But if the actions are performed incorrectly, they can degrade any gains and prevent future gains. Below, each component is assessed for “DO NOT” actions that leadership must avoid.

Reading list:

Maxwell, J. C. (2001). The Power of Leadership.

Herzberg, F. (1959). The Motivation to Work.

Northouse, P. G. (2018). Leadership: Theory and Practice (8th ed.)

Kouzes, J. M., & Posner, B. Z. (2012). The Leadership Challenge (5th ed.)

Greenleaf, R. K. (1977). Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness.

Goleman, D. (1998). Working with Emotional Intelligence.

Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-Unit-Level Relationship Between Employee Satisfaction, Employee Engagement, and Business Outcomes: A Meta-Analysis.

Motivate

Motivation is a fundamental skill set for effective leadership, as it impacts team performance. Motivation has been a crucial aspect of leadership since the 1950s, as evidenced by Herzberg’s theory—which suggested that leaders who address motivators are more likely to have satisfied and productive teams.

Recently, leadership thinker Peter Northouse expressed that motivation enables leaders to align individual and organizational goals. Workforce motivation is essential for leaders because it directly impacts performance, engagement, innovation and organizational goals.

Connect with individuals and engage them personally. Focus on their unique experiences and aspirations:

Do not talk about the job itself: Instead of focusing on tasks or roles, engage in conversations that revolve around the person’s interests, passion and personal growth. Learn what excites them or what drives them in their daily life.

Do not discuss others: Keep the attention centered on the individual. Avoid comparing them to others or discussing the performance or characteristics of other people. This creates a space where they feel valued for who they are and not in comparison to others.

Do not mention the organization: Instead of talking about the company's goals, focus on the individual’s personal goals and dreams. Learn how they can make an impact in their own way. Encourage them to envision their future and how they can shape it to contribute to the organization.

By emphasizing personal connection and focusing entirely on the individual, you create an atmosphere of empowerment and encouragement that helps them feel seen and heard, driving motivation.

Elevate

Elevating employees is another crucial aspect of leadership that directly influences workforce job performance and organizational commitment. J.M. Kouzes, in the book “The Leadership Challenge,” identified leaders who foster employee growth through elevation, enabling them to advance in their roles and achieve superior performance and teamwork. R.K. Greenleaf further emphasized that employee elevation promotes personal and professional development, leading to increased engagement and a stronger organizational culture. Employee elevation is paramount because it empowers employees to perform at their peak, ultimately contributing to organizational success.

Empower individuals to speak to leadership or colleagues. Give them the opportunity to take the stage:

Do not interrupt: Allow them to express their thoughts fully without interjecting. Let their voice be heard from start to finish.

Do not correct: Avoid stepping in to make corrections or adjustments. Trust that their perspective is valuable, even if it's different from yours.

Do not enhance: Resist the urge to embellish or add to their message. Let them communicate their ideas in their own way and at their own pace.

By creating space for individuals to speak freely and confidently, you help them build credibility and presence, also fostering an environment of trust and respect.

Recognize

Employee recognition is a fundamental aspect of leadership, as it directly impacts job satisfaction. Daniel Goleman’s research demonstrated that recognition facilitates the development of emotional connections between leaders and their team members. J.K. Harter and team’s study further underscored the significance of recognition as a potent tool for enhancing employee satisfaction and engagement. By acknowledging employees’ contributions, organizations create an environment where employees feel valued and motivated.

Acknowledge and reward efforts that go beyond regular responsibilities:

Do not reward basic responsibilities: Celebrate when individuals take on tasks or responsibilities that fall outside their usual scope. Rewarding standard tasks or expected duties could send the message that meeting basic expectations is sufficient. Recognition should be reserved for going above and beyond.

Do not re-reward: Refrain from recognizing the same accomplished previously acknowledge. The goal is that once recognition is granted, the expectation is individuals assume this as part of their normal responsibilities.

Do not reward the same individuals: Reward should be spread throughout organization and leaders should distributed accordingly.

By acknowledging efforts outside the norm, you inspire a culture of excellence and encourage individuals to push their boundaries.

The above outlines the fundamental characteristics of servant leadership, qualities that define the framework for successful organizational leadership. Inspiration, elevation and recognition must be consistently embodied by leaders, not only as a means of gaining something from employees, but also as a way to foster a positive work environment culture. Deliberate actions of leaders are required not only to influence individuals but also to sustain the gains created.