To lead, you must serve. Because the University recently chose new student and administrative leaders, it is timely to contemplate about the best ways to lead. I argue servant leadership is one such effective leadership style.
How would you judge a leader who successfully ran Herman Miller so that it ranked seventh on the Fortune 500 in total return to investors from 1975 to 1986? In the same period, $100 invested in Herman Miller stock had grown to around $5,000. Max De Pree was the CEO of Herman Miller during the glorious days of the Michigan-based furniture company.
In Leadership is an Art, De Pree wrote, "The first responsibility of the leader is to define reality. The last is to say thank you. In between, the leader must become a servant." These words define De Pree's tenet of leadership. To De Pree, the leader is responsible for building and articulating a vision, grounded on realistic considerations, which followers would identify as their own. Then the leader is to abandon himself or herself to the strengths of others.
At Herman Miller, top executives regularly ask employees to recommend ideas to improve productivity. Workers can benefit financially if the suggestions turn out to be successful. On a monthly basis, the managers brief the workers on company's profits and the status of staff suggestions. According to this scheme, Herman Miller incentivized its employees so that their personal gains align with the overall performance of the company. The leaders at Herman Miller courageously decided to expose themselves to periodic evaluations from workers so that the company's profitability is constantly monitored. By doing so, De Pree and his cabinet members have made themselves servants to the workers.
De Pree believes his leadership is directly inspired by the teachings of the Bible. In the book mentioned above, De Pree wrote "each person is made in the image of God." According to the employees at Herman Miller, De Pree always treats people with respect and compassion regardless of their corporate ranks.
Soon before the Crucifixion, Christ surprised his disciples by offering to wash their feet. Peter in particular told Christ "you shall never wash my feet." How could the Lord wash the servant's feet? Jesus washed the disciples' feet not because he was inferior to them, but because Christ "did not come to be served, but to serve" (Matthew 20:28).
It might seem paradoxical that someone who claims to be God would subject himself to such subservience. But to be a servant when one is in a position of power demonstrates his or her extraordinary self-confidence and compassion. Christ knew he was God, and so had no reason to feel insecure about washing the feet of others. Similarly, De Pree has enough confidence in his leadership and love for his colleagues that he chooses not to bully his subordinates. The confident leader is so secure in his position that he does not need to batter the people around him. Indeed, University faculty with the highest esteem tend to be the most humble and loving as if they were servants to the students.
One of them is Economics Prof. Kenneth Elzinga.
During the first lecture of Econ 201, Elzinga specifically mentioned his mission as a teacher is to serve his students. That message surprised me because my stereotypical image of a professor is a grumpy person who intimidates students.
With some curiosity, I went to Prof. Elzinga's office hours. It was not a typical student-faculty exchange. Besides entertaining my philistine questions on economics, Elzinga also asked about my personal well-being, such as my roommate situation and adjustment to college life. I felt that I was not only talking to a teacher, but a dad. Elzinga gave me his undivided attention as if I was the only person on his mind. His phone rang a few times, but he did not react to any of them. I left feeling truly inspired.
Many international students are unable to return to their homes during a short break. They often feel quite lonely when their American peers are spending time with their families. Every fall, Prof. Elzinga and his wife Terry invite all the international students in Econ 201 to their house for Thanksgiving dinner. My foreign friends who went to the dinner all told me how loving and pleasant the Elzingas were to them.
Prof. Elzinga's commitment to servant leadership has helped his students attain greater enthusiasm about economics. I myself became an economics major because Elzinga has been such a wonderful role model.
Commitment to serve not only works effectively as a management style, but also conveys a fundamental philosophy of life: To lead is a duty to serve, not a platform for power exploitation.\nIf you ever visit Elzinga's office, pay attention to the wall near his computer - a painting of Christ washing Peter's feet hangs majestically.
Paul Chen's column appears Thursdays. He can be reached at p.chen@cavalierdaily.com.
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