Exploring Servant Leadership: Insights from the Fourth iLEAD Cohort Discussion

by Jennifer Acuff, Assistant Professor and Extension Specialist – Food Science - July 29, 2024

The fourth iLEAD cohort met for the first time on Friday, July 19, 2024.

After introductions to one another, the System, and the land grant university system, our discussion focused on the concept of servant leadership, inspired by Larry C. Spears' "Ten Characteristics of Effective, Caring Leaders" (2010). This discussion was an enriching experience, providing deep insights into what makes a leader effective and compassionate.

We began by recalling leaders who had left a positive impact on us. The common thread among these leaders was their ability to exhibit several key characteristics:

• Caring and Individual Attention: Good leaders were remembered for their abilities to treat everyone as individuals, recognizing and appreciating the unique qualities and contributions of each person. They showed genuine care and concern for their team members, which fostered a supportive and inclusive environment.
• Encouragement and Growth: These leaders pushed individuals to their fullest potential. They believed in the capabilities of their team members and provided the encouragement and resources needed to help them grow and excel.
• Directly Addressing Conflicts: Effective leaders did not shy away from conflicts or issues. Instead, they tackled them directly, fostering a culture of openness and problem-solving. This approach not only resolved issues promptly but also built trust and transparency within the team.
• Self-Awareness and Solace: Another notable trait was self-awareness. Good leaders knew when to step back and take time for themselves. This ability to withdraw to solace, when necessary, allowed them to recharge and return with a fresh perspective, ready to lead effectively.

In contrast, we also discussed leaders who had left a negative impression. These leaders shared several detrimental traits:

• Lack of Empathy: Poor leaders were often not empathetic, failing to understand or consider the feelings and needs of their team members. This lack of emotional intelligence created a disconnect and eroded trust.
• Competitive with Employees: A leader who viewed their own employees as competition or a threat to their own successes hindered teamwork and created a toxic work environment.
• Poor Listening Skills: Being a poor listener was another common characteristic. Leaders who did not actively listen to their team members missed out on valuable feedback and ideas, leading to poor decision-making and frustration among employees who felt that their viewpoints were not valued.
• Untrustworthiness: Leaders who were untrustworthy, whether through dishonesty or unreliability, quickly lost the respect and loyalty of their team.

A fascinating point raised during our discussion was the impact of context on leadership effectiveness. Though there were some common characteristics in the “good” and “bad” categories, there were a few examples that seemed to overlap, showing that good or poor leadership were, at times, heavily influenced by the specific situation at hand. This led to a broader conversation about a leader's ability to discern and judge the most appropriate actions for the moment. Flexibility and adaptability emerged as crucial skills for navigating the complexities of leadership.

As we continue to develop our own leadership skills throughout the iLEAD program, these insights will serve as valuable guides, reminding us of the profound impact that effective, caring leadership can have on individuals and organizations.

To learn more information about the iLEAD program, please reach out to Julie Robinson at jrobinson@uada.edu, Steve Siegelin, ssiegelin@uada.edu, or Lisa Davis at ldavis@uada.edu.