The first leadership lesson I explored was the relationship between servant leadership and organizational performance. These are two extremely important topics that are relevant to organizations of any type and size. Servant leadership appeals to the idea that leaders should be servants first, or those who give back to those around them. This, in turn, inspires the people they work with to dedicate time and effort to a cause. Organizational performance refers to the ability of a team to output work to a certain standard. While the two may not seem connected at first, they are incredibly intertwined. The theory of servant leadership can be utilized to promote productivity, commitment, and trust within a team, allowing them to exceed their goals. This lesson taught me how best to promote positive changes within SOAR through leadership.

      Several studies have been conducted to analyze the connection between different types of leadership on performance levels. This was done not only to enhance a group’s abilities, but also to improve their behaviors and the environment they are working in. One such type of leadership that has been researched is the theory of servant leadership. This term was coined by author Robert K. Greenleaf and was expressed in both his essays and his way of life. He recognized the importance of human resources in businesses and their capacity for greatness. Greenleaf also understood common issues that arise within leadership, particularly among leaders who are not in their positions for the right reasons. He described leadership as “something given, or assumed, that could be taken away” while “servant nature” is “not bestowed, not assumed, and not to be taken away” (Greenleaf, 1977, p. 2). He strongly believed that we as humans are servants first and leaders second. Those that skip ahead to leadership without first serving are likely looking for power and control, rather than obtaining the position for their dedication to a cause. They are also more likely to lack commitment and esteem from their peers or subordinates (Greenleaf, 1977, p. 17). By learning to serve first, people will earn the experience and respect needed to become a leader.

      This theory of servant leadership has gained traction in the past few decades, becoming more popular in workplaces around the world. A group of researchers in Peru sought to investigate the role of servant leadership on the organizational performance and culture of administrative staff. Their review of previous literature expanded upon the theory of servant leadership, emphasizing the importance of a servant gaining respect from their colleagues so that, one day, they can be a better-equipped leader. Their results further proved “the importance of servant leadership in achieving better organizational performance,” as well as organizational culture. More importantly, they discovered that “cultures that are service-oriented allow for better levels of performance toward external customers” (Alipio et al., 2023). This is an exciting result that validates the importance of servitude in leadership. It prompts organizations to foster a servitude-based environment to improve productivity while also providing a needed service. Thus, servant leadership theory can be especially useful for improving efforts in organizations that work to serve external customers. The refined work culture and knowledge that the organization is creating change in their community will encourage employees to put forth their best work.

      Servant leadership characteristics have also been studied in relation to other variables, including member dedication and trust. A literature review on these factors noted a positive relationship between aspects of servitude leadership and the commitment of a group’s members (Setyaningrum et al., 2020). This is an important correlation, especially for growing organizations looking to improve their membership retention. If members feel a sense of belonging and commitment to an organization, which is likely if they are being led by someone well-versed in servant leadership theory, they will want to contribute. This fosters a more productive and welcoming environment in which leadership development can occur.

      I have come into contact with the theory of servant leadership many times since coming to Purdue. Although I was unaware of it at the time, I believe I was first introduced to it when I met our impact team’s current Executive Director, Anushka. It is evident in the way she carries herself and manages SOAR that, before she was a leader, she was once a servant. She is extremely dedicated to our impact team and encourages us to be the best versions of ourselves. Anushka has the ability to motivate, empower, and teach our members, something I have certainly learned from her. When I first joined SOAR in the first semester of my freshman year, I was simply looking to become involved on campus. As a general member, I learned my roles and SOAR’s responsibility of giving back to our community. It was incredible to see how much of an impact a small group of students could have on others.

      In time, I stepped up as a Squadron Leader and have since utilized my experiences to inspire the next generation of SOAR members. I have embodied the theory of servant leadership in everything I do, understanding the Research Squad’s needs and encouraging a welcoming environment. As I was once in their shoes, I understand their mindset and what they must do to further develop themselves as leaders. I do my best to provide an environment in which they can practice important skills and grow individually as we continue to serve our community. Practicing the servant leadership theory has provided me with the proper skills and experience to guide the Research Squad’s members and impact the lives of the children we work with. In the future, I will continue to utilize the theory to create a more effective and efficient team. By educating SOAR members on leadership theories and their role in increasing organization performance through workshops and meetings, our organization will increase its social impact.

      I have also learned a great deal about servant leadership as a Lead Forward Fellow. The class the fellows take is structured in such a way that we learn how to develop ourselves as leaders. I deeply resonated with the theory of servant leadership when we spoke about it in the fall semester. I feel that all members of an organization should have a voice and feel comfortable in sharing their opinions. Understanding the work and self understanding needed to become a leader is also something I value. The most competent leaders are those that are confident in their abilities and aware of how to motivate their members. As one of the leaders of SOAR, I have had the opportunity to work with other talented leaders and learn how best to improve our performance.