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 Servant‐leaders strive to understand and empathize
with others. People need to be accepted and
recognized for their special and unique spirit. One
must assume the good intentions of coworkers and not
reject them as people, even when forced to reject their
behavior or performance.  Learning to heal is a powerful force for
transformation and integration. One of the great
strengths of servant‐leadership is the potential for
healing one's self and others.
In "The Servant as Leader", Greenleaf writes,
"There is something subtle communicated to one
who is being served and led if, implicit in the
compact between the servant‐leader and led is the
understanding that the search for wholeness is
something that they have."  General awareness, and especially self‐awareness,
strengthens the servant‐leader. Making a commitment
to foster awareness can be scary‐‐one never knows
what one may discover! As Greenleaf observed,
"Awareness is not a giver of solace ‐ it's just the
opposite. It disturbed. They are not seekers of solace.
They have their own inner security."  Servant‐leaders rely on persuasion, rather than
positional authority in making decisions. Servant‐
leaders seek to convince others, rather than coerce
compliance. This particular element offers one of the
clearest distinctions between the traditional
authoritarian model and that of servant‐leadership.
The servant‐leader is effective at building consensus
within groups.  Servant‐leaders seek to nurture their abilities to
"dream great dreams." The ability to look at a problem
(or an organization) from a conceptualizing
perspective means that one must think beyond day‐to‐
day realities. Servant‐leaders must seek a delicate
balance between conceptualization and day‐to‐day
focus.  Foresight is a characteristic that enables servant‐
leaders to understand lessons from the past, the
realities of the present, and the likely consequence of a
decision in the future. It is deeply rooted in the
intuitive mind.  Robert Greenleaf's view of all institutions was one in
which CEO's, staff, directors, and trustees all play
significant roles in holding their institutions in trust
for the greater good of society.  Servant‐leaders believe that people have an intrinsic
value beyond their tangible co  Servant‐leaders strive to understand and empathize
with others. People need to be accepted and
recognized for their special and unique spirit. One
must assume the good intentions of coworkers and not
reject them as people, even when forced to reject their
behavior or performance.  Learning to heal is a powerful force for
transformation and integration. One of the great
strengths of servant‐leadership is the potential for
healing one's self and others.
In "The Servant as Leader", Greenleaf writes,
"There is something subtle communicated to one
who is being served and led if, implicit in the
compact between the servant‐leader and led is the
understanding that the search for wholeness is
something that they have."  General awareness, and especially self‐awareness,
strengthens the servant‐leader. Making a commitment
to foster awareness can be scary‐‐one never knows
what one may discover! As Greenleaf observed,
"Awareness is not a giver of solace ‐ it's just the
opposite. It disturbed. They are not seekers of solace.
They have their own inner security."  Servant‐leaders rely on persuasion, rather than
positional authority in making decisions. Servant‐
leaders seek to convince others, rather than coerce
compliance. This particular element offers one of the
clearest distinctions between the traditional
authoritarian model and that of servant‐leadership.
The servant‐leader is effective at building consensus
within groups.  Servant‐leaders seek to nurture their abilities to
"dream great dreams." The ability to look at a problem
(or an organization) from a conceptualizing
perspective means that one must think beyond day‐to‐
day realities. Servant‐leaders must seek a delicate
balance between conceptualization and day‐to‐day
focus.  Foresight is a characteristic that enables servant‐
leaders to understand lessons from the past, the
realities of the present, and the likely consequence of a
decision in the future. It is deeply rooted in the
intuitive mind.  Robert Greenleaf's view of all institutions was one in
which CEO's, staff, directors, and trustees all play
significant roles in holding their institutions in trust
 Servant‐leaders strive to understand and empathize
with others. People need to be accepted and
recognized for their special and unique spirit. One
must assume the good intentions of coworkers and not
reject them as people, even when forced to reject their
behavior or performance.  Learning to heal is a powerful force for
transformation and integration. One of the great
strengths of servant‐leadership is the potential for
healing one's self and others.
In "The Servant as Leader", Greenleaf writes,
"There is something subtle communicated to one
who is being served and led if, implicit in the
compact between the servant‐leader and led is the
understanding that the search for wholeness is
something that they have."  General awareness, and especially self‐awareness,
strengthens the servant‐leader. Making a commitment
to foster awareness can be scary‐‐one never knows
what one may discover! As Greenleaf observed,
"Awareness is not a giver of solace ‐ it's just the
opposite. It disturbed. They are not seekers of solace.
They have their own inner security."  Servant‐leaders rely on persuasion, rather than
positional authority in making decisions. Servant‐
leaders seek to convince others, rather than coerce
compliance. This particular element offers one of the
clearest distinctions between the traditional
authoritarian model and that of servant‐leadership.
The servant‐leader is effective at building consensus
within groups.  Servant‐leaders seek to nurture their abilities to
"dream great dreams." The ability to look at a problem
(or an organization) from a conceptualizing
perspective means that one must think beyond day‐to‐
day realities. Servant‐leaders must seek a delicate
balance between conceptualization and day‐to‐day
focus.  Foresight is a characteristic that enables servant‐
leaders to understand lessons from the past, the
realities of the present, and the likely consequence of a
decision in the future. It is deeply rooted in the
intuitive mind.  Robert Greenleaf's view of all institutions was one in
which CEO's, staff, directors, and trustees all play
significant roles in holding their institutions in trust
for the greater good of society.  Servant‐leaders believe that people have an intrinsic
value beyond their tangible contributions as workers.
As such, servant‐leaders are deeply committed to a
personal, professional, and spiritual growth of each
and every individual within the organization.  Servant‐leaders are aware that the shift from local
communities to large institutions as the primary
shaper of human lives has changed our perceptions
and has caused a feeling of loss. Servant‐leaders seek
to identify a means for building community among
those who work within a given infor the greater good of society.  Servant‐leaders believe that people have an intrinsic
value beyond their tangible contributions as workers.
As such, servant‐leaders are deeply committed to a
personal, professional, and spiritual growth of each
and every individual within the organization.  Servant‐leaders are aware that the shift from local
communities to large institutions as the primary
shaper of human lives has changed our perceptions
and has caused a feeling of loss. Servant‐leaders seek
to identify a means for building community among
those who work within a given inntributions as workers.
As such, servant‐leaders are deeply committed to a
personal, professional, and spiritual growth of each
and every individual within the organization.  Servant‐leaders are aware that the shift from local
communities to large institutions as the primary
shaper of human lives has changed our perceptions
and has caused a feeling of loss. Servant‐leaders seek
to identify a means for building community among
those who work within a given in