In today’s landscape of higher education, where leaders face mounting pressures to innovate, connect, and foster inclusive environments, servant leadership is especially suited to meet these demands. This approach, grounded in service, empathy, and a commitment to others’ growth, is invaluable for building strong, resilient academic communities. My research on servant leadership, conducted with Eastern Orthodox seminarians, demonstrates how transformative this model can be—not only for church leaders but also for higher education administrators.
At its core, servant leadership prioritizes the needs and well-being of others above personal ambitions or agendas. This approach resonates with the purpose of higher education, where faculty, staff, and administrators are ultimately called to serve students and support their growth. By adopting the principles of servant leadership, higher education leaders can foster a campus culture of inclusivity, trust, and mutual respect—qualities that directly impact student success and institutional resilience.
Research on servant leadership highlights humility, listening, and compassion as foundational practices. Unlike conventional leadership, which often prioritizes efficiency and hierarchical authority, servant leadership is grounded in the belief that true influence comes from supporting and uplifting others. Robert Greenleaf, who popularized the term in the 1970s, described servant leaders as those who “make sure that other people’s highest priority needs are being served.” Imagine the impact if every president, dean, and provost led with this intention: to serve first, listen deeply, and center decisions around students’ holistic development.
In my study of seminarians learning about servant leadership, participants experienced a profound shift in perspective after engaging with the model Jesus exemplified in his ministry: leading with empathy, selflessness, and a commitment to others’ growth. Through this model, they learned to see leadership as a call to service rather than control, focusing on listening, humility, and personal sacrifice. This shift encouraged the seminarians to consider how they could apply these qualities in practical ministry settings to build trust and foster growth within their congregations. The findings from this study are equally relevant to leaders in higher education, where the need to foster trust, build relationships, and support holistic growth is crucial.
Servant leadership is particularly vital during times of crisis. In moments of uncertainty, this approach equips leaders to listen, foster trust, be transparent, and work collaboratively to solve problems. When crises arise, leaders who embody servant leadership principles are better positioned to mitigate risks and manage difficult situations effectively. Staff and faculty, feeling comfortable to speak freely without fear of retribution, are more likely to raise concerns or share insights that can lead to proactive solutions, protecting the institution from potential pitfalls.
In higher education, adopting servant leadership extends beyond interactions with students to relationships with faculty and staff. Leaders who embody humility and service create environments where every team member feels valued and empowered. Rather than simply managing employees, servant leaders invest in their development, celebrate their contributions, and encourage collaboration. By focusing on uplifting and serving their teams, leaders can inspire faculty and staff to bring their best selves to their work, cultivating a supportive and mission-driven workplace culture.
Furthermore, servant leadership in higher education is particularly effective in addressing today’s pressing challenges, such as student mental health, diversity and inclusion, and the need for adaptable, forward-thinking learning environments. When leaders approach these issues with empathy and humility, they are better able to understand and address the underlying concerns of their campus communities. Rather than reacting to challenges with policy changes alone, servant leaders work collaboratively to create meaningful, lasting improvements. This approach is about more than problem-solving; it’s about building a campus culture where everyone feels seen, supported, and encouraged to grow.
Yet adopting servant leadership isn’t without challenges. It requires leaders to move away from a focus on personal achievement and institutional prestige and instead prioritize the needs of others. This shift can feel counterintuitive, especially in an environment where success is often measured by rankings, financial metrics, and other performance indicators. However, the long-term benefits of this approach—including stronger community ties, higher levels of trust, and improved student outcomes—demonstrate that servant leadership can be transformative for both institutions and individuals.
The impact of a servant leadership model in higher education reaches beyond immediate gains. When leaders prioritize service, they model a way of leading that resonates with students, many of whom are increasingly looking for purpose-driven, values-based careers. By experiencing servant leadership firsthand, students are likely to carry this approach with them into their future professions, amplifying its impact in society. In this way, servant leadership becomes more than an institutional model; it becomes a legacy that shapes future leaders across various fields.
As higher education grapples with significant changes and challenges, now is the time for leaders to reconsider their approach. By embracing servant leadership, they have the opportunity to create a culture that values empathy, respect, and collective growth. This shift requires courage and commitment, but the rewards—an engaged campus, a supportive environment, and a generation of leaders inspired to serve others—are well worth the effort.
In the words of Jesus, who serves as a timeless model for servant leadership, “Whoever wants to become great among you must be your servant.” In higher education, the greatness of our institutions lies in their ability to serve.