Servant Leadership Characteristics
According to Northouse (2016), servant leadership is concerned with nurturing the development of followers. Servant leadership places responsibility on the characteristics and behaviors of leaders (Northouse, 2016). Spears (2002) suggests that servant leaders listen and empathize with followers (Northouse, 2016). In addition, they demonstrate awareness, persuasion, foresight, and stewardship (Northouse, 2016). Servant leaders are not simply guiding or directing. Instead, they are committed to the growth and development of followers (Northouse, 2016).
Servant Leadership Model (conditions, behaviors, and outcomes)
The servant leadership model describes how servant leadership works. The model is composed of antecedent conditions, servant leader behaviors, and potential outcomes (Northouse, 2016). With favorable antecedent conditions and leader behaviors, servant leadership will lead to positive outcomes. The benefits can be seen by followers, organizations, and society (Northouse, 2016).
Antecedent conditions describe the existing state of context and culture, leader attributes, and follower receptivity (Northouse, 2016). However, Northouse (2016) suggests that leader behaviors are the core of servant leadership. Servant leaders demonstrate behaviors that create value for the community, while putting the needs of followers before their own (Northouse, 2016). They make ethical decisions, empower followers, and provide emotional healing (Northouse, 2016). Servant leaders must also have the capacity to understand organizational complexities. This is known as conceptualizing (Northouse, 2016). As servant leadership has come back into favor, many organizations are taking notice (Northouse, 2016).
Google’s focus on Servant Leadership Characteristics
Google is consistently named one of the best places to work. Known for it’s strong culture, Google aims to inspire creativity, innovation, and employee development (He, 2013). Google seems to have a fundamental understanding of many servant leadership characteristics. Google employees are nurtured with free meals, haircuts, transportation, and gym memberships (Crowley, 2013). In addition to material perks, Google encourages open communication and listening. Larry Sergey is the CEO of Google’s parent company, Alphabet. Sergey hosts a weekly call, in which he personally answers employee questions, from all levels of the business (He, 2013). Google also demonstrates awareness by remaining in touch with the performance of managers. “We regularly survey employees about their managers, and then use that information to publicly recognize the best managers and enlist them as teachers and role models for the next year. The worst managers receive intense coaching and support, which helps 75 percent of them get better within a quarter” (He, 2013, para 11).
Google’s Favorable Antecedent Conditions
With designated huddle spaces and recreation areas, the company has created a collaborative environment (Crowley, 2013). This sets the stage for favorable antecedent conditions, in terms of context and culture. In addition, a rigorous selection process helps Google to choose leaders that demonstrate servant leader attributes (Amerland, 2014). Such leaders possess high levels of moral development, intelligence, determination, and willingness to serve (Northouse, 2016). Through the same process, Google chooses followers that are receptive to the culture (Amerland, 2014). Therefore, Google’s antecedent conditions greatly contribute to their success with servant leadership.
Google’s Excellence in Servant Leader Behaviors
Google has shown a strong commitment to servant leader behaviors. The commonly used phrase “just Google it” sheds light on the value that Google has created in the community. While it is clear how Google has redefined the way we access information, the commitment to excellence is even more apparent internally. Google provides emotional support with a focus on fellowship and employee recreation. The company also values work-life balance. Google is extremely innovative, demonstrating a strength in conceptualizing. Unique training programs, state of the art facilities, and abundant growth opportunities demonstrate a great investment in the success of followers (Crowley, 2013). Google also understands the importance of putting followers first. Google has a core values list that is called “Google’s ten things”. The number one item reads: “Focus on the user and all else will follow” (Groysberg, et. al, 2009). In addition, Google has been ranked among the world’s most ethical companies (Groysberg, et. al, 2009).
Outcomes
So why has Google invested so much time, money, and energy into the development of employees? The servant leadership model can answer this question. When antecedent conditions and leader behaviors are favorable, the organization will see positive outcomes. Therefore, Google’s positive inputs lead to positive outputs. It is important to note that a true servant leader does not serve for their own benefit. Servant leaders have an innate desire to develop others (Northouse, 2016). However, with a focus on servant leadership, organizations can see improved follower performance and organizational growth (Northouse, 2016). In addition, the company can make a positive impact on society (Northouse, 2016). “Google has cultivated a creative and passionate workforce that holds the key to the company’s innovation. Any company can benefit from learning how to better attract and manage innovators, foster engagement, and ultimately lead to success” (He, 2013, para. 13). Therefore, as Google continues to invest in employees, the company is only creating a stronger workforce to govern it’s affairs.
Not every organization can afford to operate like Google. This is true. However, Google didn’t always have the fancy facilities and employee offerings. The company started in a garage, with a focus on putting followers first (Crowley, 2013). When antecedent conditions weren’t as favorable, Google used leadership behaviors to serve others. This is why Northouse (2016) stresses the significance of leader behaviors. Servant leadership can be carried out, even in the most modest of circumstances. Through a commitment to ethics, values, and follower development, all companies can champion servant leadership (Northouse, 2016).
References
Amerland, D. (2014). Three ways big data changed Google’s hiring process. Forbes Brand Voice. Retrieved from http://www.forbes.com/sites/netapp/2014/01/21/big-data-google-hiring-process/#65a80a285f9e
Crowley, M. (2013). Not a happy accident: how Google deliberately designs workplace satisfaction. Fast Company. Retrieved from http://www.fastcompany.com/3007268/where-are-they-now/not-happy-accident-how-google-deliberately-designs-workplace-satisfaction
Groysberg, B., Thomas, D.A., & Berkley Wagonfeld, A. (2009). Keeping Google Googley. Harvard Business Review. Retrieved Aug 25, 2015 from https://cb.hbsp.harvard.edu
He, L. (2013). Google’s secret’s of innovation: empowering its employees. Forbes Lists. Retrieved from http://www.forbes.com/sites/laurahe/2013/03/29/googles-secrets-of-innovation-empowering-its-employees/#44df35207eb3