Robert K. Greenleaf is widely regarded as the pioneer of the modern concept of servant leadership. His theory, articulated in his essay "The Servant as Leader," and later expanded upon in his book "Servant Leadership: A Journey into the Nature of Legitimate Power and Greatness," proposes a paradigm shift in leadership philosophy.  Greenleaf's servant leadership theory advocates for a more humanistic and compassionate approach to leadership, where leaders serve as stewards of their organizations and empower others to reach their full potential. This philosophy has had a profound influence on leadership theory and practice, shaping the way many contemporary leaders approach their roles and responsibilities.

Where Does Servant Leadership Reside?

But where does Servant Leadership reside?  Is it a leadership style?  Is it a leadership role?  Or is it a more subtle leader power base, just like other power bases.  Many argue that it is a style of leadership, and many state that it is the “role” the leader takes.  But when you focus on the behaviors of the servant leader, it becomes clear that it is a power base. Servant leadership serves as a power base through its unique approach to influence and authority within an organization. While traditional power bases may rely on hierarchical control or positional authority, servant leadership derives its power from the trust, respect, and commitment it cultivates among followers. By prioritizing the needs of others, servant leaders build strong relationships with their team members, earning their loyalty and cooperation. This trust and respect empower servant leaders to effectively influence decision-making, inspire action, and drive organizational change. Furthermore, servant leaders empower their followers, fostering a sense of ownership and responsibility that amplifies their influence throughout the organization. Ultimately, the power base of servant leadership lies in its ability to harness the collective strengths of individuals, promote collaboration, and create a culture of service and shared purpose.

How Servant Leadership Fits with the Bases of Power:

But if this is about power, can we relate it to the five bases of power identified by social psychologists John French and Bertram Raven.  One of these power bases is what is called “Referent Power.” Referent power is a type of influence or authority that a leader possesses due to their personal qualities, characteristics, or charisma, which attract followers and inspire admiration, respect, and identification. It is based on the emotional connection and affinity that individuals feel towards the leader, rather than on formal positions or coercive means. Referent power is often associated with leaders who are seen as role models or sources of inspiration by their followers.

One example of referent power could be a celebrity influencer who has a large following on social media platforms. These individuals often wield considerable influence over their followers due to their perceived attractiveness, likability, or expertise in specific areas. Their followers may admire and emulate them, seeking to align themselves with their values, preferences, and lifestyle choices. Consequently, the influencer can leverage their referent power to endorse products, promote causes, or shape public opinion among their followers. Their ability to influence behaviors and opinions stems from the strong emotional connection and admiration they have cultivated with their audience.

Comparing Servant Leadership and Referent Power:

In comparing the two, it seems remarkably similar to Greenleaf’s Servant as Leader.  Greenleaf challenges the traditional notion of leadership by suggesting that true leadership emerges from a desire to serve others first. According to him, a servant-leader prioritizes the needs of their followers, focusing on their growth, development, and well-being. Greenleaf identifies several key characteristics of servant leadership, including empathy, listening, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth of others, and building community. These qualities are essential for effective leadership that serves the greater good.  These are also characteristics of “Referent Power” base. 

Servant leaders often exhibit traits such as empathy, compassion, and integrity, which are highly valued by their followers. These qualities contribute to the leader's referent power, as followers are drawn to the leader and are more likely to be influenced by them due to their admiration and respect.  But they also use the other power bases of reward power, coercive power, legitimate power, and expert power if the situation requires it.  “Servant leaders also lean on information power and connection power in their attempts to influence others through service. 

Conclusion:

For these reasons it is my position that servant leadership can indeed be considered as residing within the framework of referent leadership. Referent leadership is based on the personal qualities and characteristics of the leader that inspire admiration, respect, and identification from followers. Servant leadership, with its emphasis on serving others, humility, empathy, and integrity, inherently fosters the development of referent power.  In essence, while servant leadership encompasses a specific set of behaviors as suggested by Robert Greenleaf, and values focused on serving others, it appears to operate within the broader framework of referent leadership, leveraging personal qualities to inspire and influence others.

References:

Greenleaf, R. K. (1998). The power of servant-leadership. Berrett-Koehler Publishers.

Greenleaf, R. K. (2002). Servant leadership: A journey into the nature of legitimate power and greatness. Paulist Press.

Raven, B. H. (1993). The bases of power: Origins and recent developments. Journal of social issues, 49(4), 227-251.

About the Author: Dr. Chris Fuzie is the owner of CMF Leadership Consulting and is currently the Business/HR Manager for a District Attorney’s office in California. Chris is a Leaderologist II and Vice President of the National Leaderology Association (NLA) who holds a Doctor of Education (Ed. D), M.A. and B.A. in Organizational Leadership, and has graduate certificates in Human Resources and Criminal Justice Education. Chris is a developer, trainer, consultant for leadership of public, private, profit, and non-profit organizations since 2010. Chris is a graduate of the FBI National Academy and a former National Instructor for the International Association of Chiefs of Police and California P.O.S.T. Courses. Chris is the author of "Because Why... Understanding Behavior in Exigencies." and of "S.C.O.R.E. Performance Counseling: Save the Relationship, Change the Behavior." Chris is honorably retired from the Modesto Police Department after 28 years of public service leading such teams as the Homicide Team, the Hostage Negotiations Team, the Street-Level Drug Team, and the School Police Officer Team.