In the 1970s, the American businessman Robert Greenleaf coined the term “servant leadership” meaning that leaders should be at the service of those they lead. On the surface, this seems like a good idea, counteracting the paradigm of the domineering, micromanaging, and self-centered leader who crushes others and takes all the credit. But let’s deconstruct the concept of the “servant” first.

To be clear, a leader who drowns others out is not a good leader; this is an unsustainable way of operating that kills creativity and creates despondency within a team. No one wants a leader who lacks respect for them or refuses to give them space.

But is the idea of a servant leader the best antidote to this and what exactly is a servant? Essentially, a servant is someone who is there to tend to the needs of another person, perform chores for them, and complete tasks that the person being served does not wish to do themselves. Is this what a good leader should be doing?

How do we move out of our comfort zones? How do we become better versions of ourselves? How do we do excellent work that makes us proud? Is it by one person being the servant of another?

The term “servant” implies an overly simplistic, dichotomous relationship; it is a short-termist approach that offers initial gratification to both parties (the self consciousness of serving others and the satisfaction of being served) but ultimately leads to stasis. We should not be afraid to look to become something much more ambitious: respectful but exacting interlocutors, creative business partners, and dynamic collaborators in an ongoing quest that lies beyond our egos.

A good leader is a coach who asks the right questions, knows how to listen, and empowers their team by challenging them, encouraging them to set inspiring goals, and providing guidance; not simply someone who serves others and creates learned helplessness but someone who creates a vibrant culture of coextensive professional excellence.

Ultimately, the world of work, particularly in education, is a place where we bring our passion to the higher service of our mission. Leaders should strive to create other leaders within their teams. This is called meta-leadership: the idea that you do not simply lead people, but rather lead others to become leaders, ideally, even better leaders than yourself.

So, while the intent behind servant leadership may be positive, and while it is vital to put people first and work for the greater good, true leadership requires something more subtle and more valuable than being a servant. I think the essence to retain from the idea of servant leadership is less the act of being a servant and more the position of humility: respecting those you lead and serving them in that sense. One of the greatest ways leaders can nurture humility within themselves, and truly be of service to their team and the organisation, is to empower others and, in doing so, nurture growth from within.