Servant Leadership

When working with a recent National Governing Body (NGB), IntelliSport discovered that integrity and authenticity were significant factors that determined how the NGB’s coaches rated their overall satisfaction with the NGB. IntelliSport recommended that the NGB focus on behaviors, policies and outcomes that would directly improve the integrity and authenticity of the NGB. 

Integral to achieving this objective will be if the leadership can adopt the characteristics of servant leadership. This leadership paradigm focuses on how leaders can shape the norms and values of an organization and its people by focusing on moral and immoral behavior. This type of leadership takes form in six areas: 

1. Empowerment: leaders encourage their followers to be empowered, which encourages self-confidence and a feeling of personal agency. This allows for the free flow of ideas, and self-directed decision making which elevates the ability of individuals to act independently and with confidence. 
2. Stewardship: These are leaders who are willing to take responsibility for their own behavior as well as the actions of the organization. These leaders also seek to set an example for others to follow and place a premium on the value of teamwork, social responsibility and loyalty to others. 
3. Authenticity- This leadership characteristic is grounded in a willingness of leaders to follow through on promises, being visible within an organization and acting from a place of honesty. Importantly, the leader often is perceived as an individual first, and their role as a leader is secondary.
4. Providing Direction– These leaders provide clear direction of what is expected of their colleagues and demonstrate this through their own behavior. Important to providing direction is tailoring it for the individual, providing customized direction to match the skills and abilities of the individual. These leaders meet individuals where they are, and encourage the individual to rely on their own agency and to challenge the status quo. 
5. Humility– The accomplishments and accolades of the leader do not overshadow their ability to seek the expertise of others and contributions of their colleagues. These leaders are willing to put the needs of others first and to uphold the accomplishments of their colleagues, rather than taking sole credit for success. 
6. Interpersonal Acceptance– The fear of making mistakes can hold back the growth of individuals and organizations. Leaders who can develop an environment where colleagues feel a sense of safety and freedom to take risks or make mistakes will lead to better outcomes. Leaders who express compassion and empathy during challenging times will win the respect and loyalty of their colleagues. 

These leadership characteristics directly impact the outcomes of organizations. Leaders who embody these skills foster a sense of trust (between colleagues) and belief in the ethical climate of the organization. Building trust is essential for NGBs (and other sports organizations) to foster collaborative sport governance, because despite the vertical nature of governance, often a more horizontal structure emerges where NGBs do not have direct control over certain parts of sport. Prioritizing servant leadership behaviors can help to dismantle these challenges. Research shows that NGB leaders who engage in one-on-one dialogue with stakeholders break down stereotypes and communication barriers that inhibit shared goals. Additionally, these interactions build mutual trust, respect and a common understanding when in its absence assumptions are made about leaders and the organization. 

Servant leadership characteristics offer sports leaders a framework for conceptualizing their own behavior and how to best model it for their colleagues and followers. These leaders will build organizations grounded in behavior where integrity and authenticity are the standards for expected behaviors, policies and intended outcomes.

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Burton, L. J., Peachey, J. W., & Wells, J. E. (2017). The role of servant leadership in developing an ethical climate in sport organizations. Journal of Sport Management, 31(3), 229-240.

DeSensi, J. T. (2014). Sport: An ethos based on values and servant leadership. Journal of Intercollegiate Sport, 7(1), 58-63.

O’Boyle, I., & Shilbury, D. (2016). Exploring issues of trust in collaborative sport governance. Journal of Sport Management, 30(1), 52-69. 

van Dierendonck, D., & Nuijten, I. (2011). The servant leadership survey: Development and validation of a multidimensional measure. Journal of Business and Psychology, 26(3), 249–267.