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relationships, because he or she wants to encourage and
support the personal development of each individual.
4. Awareness Servant-leaders are very self-aware of their strengths and
limitations. They have the ability to view situations from

a more integrated, holistic position. As a result, they
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gain a better understanding about organizational ethics
and values.
5. Persuasion Servant-leaders rely more on persuasion than positional
authority when making decisions and trying to influence
others. They do not take advantage of their power and

status by coercing compliance; instead, they try to
convince those they manage. The servant-leader is
therefore effective at building consensus within groups.
6.Conceptualization Servant-leaders seek to nurture their abilities to “dream
great dreams.” Servant-leaders take the time and effort
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to develop a desirable vision of the future. They seek an
appropriate balance between a short-term, day-to-day
focus and a long-term positive direction. That means
they have the ability to see beyond the current activities
of the operating organization and can focus on long term
goals.
7. Foresight Foresight is the ability to anticipate the likely outcome of

a course of action or a situation. The servant leader is
able to learn from the past to achieve a better
understanding about the current reality. This foresight
also enables the servant leader to identify consequences
about the future, a characteristic closely related to

conceptualization.
8. Stewardship Servant-leaders assume that they are stewards of the
people and resources they manage. Servant leadership is
seen as an obligation to help and serve others. Openness
and persuasion are considered more important than
control.

9. Commitment to the growth of people Servant-leaders are committed to
people beyond their immediate work role. Servant-

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http://www.regent.edu/acad/global/publications/sl_proceedings/2005/spears_practice.pdf.
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http://www.regent.edu/acad/global/publications/sl_proceedings/2005/spears_practice.pdf.
David Kolzow 49