When we think of leader, most people will raise this traditional concept automatically, that the leader is at the higher level of a hierarchy, therefore is considered as the person who should be served for. However, Servant leadership breaks this limited thinking and provides leaders with a new comprehension of leadership. According to the origin of Servant Leadership, Greenleaf (1970), Servant Leadership “begins with the natural feeling that one wants to serve, to serve first. While being served, those served grows as persons, become healthier, wiser, freer, more autonomous, more likely to become servants themselves” (Northouse, 2013).
Inamori Kazuo, a successful Japanese corporation leader who initiated and operated two Fortune 500 companies, now 92 years old, was once an excellent servant leader. A story that’s widely known about Kazuo well proved his leadership style. Here is the story. During a regular day, Kevin who’s responsible for sanitation was working on his position, carefully mopping the washroom floor. When Kevin opened one door and ready to clean the toilet, he found there was a mid-age man who was already doing his job, very attentively. Kevin asked this mid-age man who “took his job” if he was a new employee, the man smiled back with silence, so Kevin thought he was. The man started talking, asking Kevin how he thought about his job; so they chatted for a while, about the job and the company. During their conversation, Kevin mentioned that during summer time, their rest area that is located on the first floor was always very hot, because the air-conditioning was not operating. This made the job very suffer in the summer, but no one was taking care of it. The man nodded after the conversation, and left. A week later, Kevin went to work like other days, and was informed that the air-conditioner is fixed in the rest area. At the same time everyone was happy, Kevin noticed the portrait hanging in the lobby and found the face very familiar. Seconds later, Kevin recognized that the man in the portrait is exactly the man he met at the toilet the other day, who was doing his job. You much have guessed the ending till now: Kazuo was the man who cleaned the toilet; he also ordered to fix the air-conditioner so as to improve employee’s working condition.
Kazuo as a servant leader influenced his followers by action to serve others. Although he is the CEO of a corporation, he was still willing and gladly to serve his followers, by cleaning the toilet and fix the air-conditioner. When Kazuo was at the toilet, he also showed couple characteristics that Servant leaders are required to have, such as: listening, empathy, etc. A successful Servant leader influences followers without people noticing his/her existence. I think Kazuo did a great job therefore positively improved the corporation culture, which is crucial to the success of any business.
Northouse, P. G. (2013). Leadership: Theory and Practice (6th edition). Thousand Oaks, California: Sage Publications.
JEFFREY ALLEN JONES says
Wow! I believe this is a wonderful example of servant leadership. As noted in lesson 11, it works when the leader truly believes and acts upon the desire to make his follower successful. Kazuo definitely treated his employee as a partner. He actively engaged Kevin. His actions showed that he listened, had empathy, and was committed to the growth of the people. I wonder though, how did this help Kevin grow? Did it have the desired effect on the employee? Was the effect of him cleaning the toilet more or less effective than his fixing the air conditioning? What do you think?
Reference:
Penn State World Campus (2013). PSYCH 485 Lesson 11: Servant leadership. Retrieved on June 24, 2013, from
https://courses.worldcampus.psu.edu/su13/psych485/001/content/11_lesson/05_page.html