So why has servant leadership become so popular today?

There are two key reasons.

First, younger generations, like Gen Z, are entering the workforce, and they care deeply about personal development and meaningful work. Unlike previous generations, they place more value on self-growth and purpose. To motivate and retain them, leaders need to understand what they care about and help them reach their goals, while also achieving business outcomes. Servant leadership is a great fit for this, because it starts by asking: “What do my team members need to thrive?”, and then finds ways to support them in a way that also helps the organisation succeed.

Second, we live in a service-driven economy. Whether it is traditional services like hair salons, restaurants, or travel agencies, or modern services powered by Artificial Intelligence, good service is key to business success. When leaders serve their employees well, employees tend to pass that same level of care and support on to their customers. That leads to better service, happier customers, and a stronger business overall.

In fact, one of my recent studies (published in the Journal of Occupational and Organisational Psychology) found that servant leadership not only energises employees; it also energises the leaders themselves (Lin et al., 2015). When leaders see that their support helps improve others’ work and life, they feel fulfilled and more positive at work. This energy, shared by both leaders and followers, leads to stronger outcomes. In that same study, we found that servant leadership encourages what is called constructive voice: when team members speak up with helpful ideas to improve work processes.

So, how can someone become a good servant leader?

Put others’ needs first.

Start by asking simple, genuine questions like,

These conversations, perhaps during a casual lunch break, can help you understand what support your team needs. Once you know that, you can work out how and when to step in and help. If a team member wants to grow or take on more responsibility, you could offer mentoring, recommend them for a stretch assignment, or help them enrol in relevant training.

For example:

Set boundaries and be clear about expectations.

Some people worry that serving others all the time could be draining, and that is a fair point. Research has shown that in the short term, servant leadership can feel tiring. That is why it is important to set boundaries and manage expectations. Servant leaders are not there to do the work for their team. Instead, they support, guide, and empower others to do the job well themselves. You might share your knowledge, offer emotional support, or teach someone a new skill, but you still expect them to step up and take ownership. This balance helps you avoid burnout and teaches your team to be capable and independent.

Share stories of service.

Another great way to encourage servant leadership is by sharing stories: whether it is something you have done to support a colleague during a tough time, or community service like helping out during school holiday events. These stories create a positive culture of care and support in the workplace. When employees see leader’s role-modelling genuine service, it builds trust, inspires others, and encourages everyone to support both their colleagues and their customers.

Reference:

Lin, X, Wu, C-H, Hirst, G, Chen, ZX & Duan, J 2025, ‘Why and when servant leadership spurs followers to speak up: a conservation of resources perspective’, Journal of Occupational and Organizational Psychology, vol. 98, no. 1, article no. e12561, pp. 1-21.

(Xiao) Lin Xiao Chu is a Senior Lecturer in the Business Unit at the University of South Australia. She is a leadership researcher, and her work focuses on ethics-based leadership behaviours, particularly servant leadership and leader humility. 

UniSA are always looking to build meaningful industry research partnerships that enhance the real-world impact of our work. Whether it is exploring new research directions, identifying grant opportunities, or applying for funding together, they are keen to collaborate with organisations that value leadership, ethics and innovation. If you are interested in partnering with UniSA or would like to discuss ideas further, please do not hesitate to get in touch and email  xiao.lin@unisa.edu.au