We’ve been exploring servant leadership as one of the important leadership trends in 2008.  In my last post, Maslow’s hierarchy, developed in 1943, emerged.  What does Maslow have to do with servant leadership?  Read on:

I was first introduced to Maslow’s concepts around 1973 and have regularly been amazed at how very "right on target" he was with this theory.  Let’s take a brief look:

 The theory basically says that in order to move up the pyramid to a higher level, all the needs at the lower levels must be satisfied and fulfilled.  Before anyone can begin to really deal with their safety needs, the physiological issues must be taken care of first.  And, before anyone can begin to take on self-actualization, his or her esteem needs must be met.

Want to find out why a group or an individual can’t seem to move along?  Just determine the first level of this hierarchy where there are holes.  Help them fill the holes, and the problems will begin to resolve.

So, what does Maslow’s hierarchy have to do with servant leadership and relationships?  Everything! 

In an earlier posting, I commented that servant leadership is not about the leader.  It is all about the leader assisting their team to meet their needs and goals, and especially, to assist in their advancement.  It’s through the relationships where a leader actually determines where in the hierarchy someone is, and what they need to do to assist the person in their growth to the higher levels.

There are many parts of the world where leaders are working with the lowest, most fundamental levels of Maslow’s hierarchy.  In most of the developed nations those needs are met, almost without consideration, so people are already up at a higher level, just because of where they live.  I think in most work places, people are stuck between the third and fourth layers, the levels that deal with "belonging" and "esteem".  Many of those issues were not worked out or developed within the individuals in their early years, so they are "stuck".  Without breakthrough in those areas, teams and individuals will not reach and maintain the top most level of self-actualization.

Leaders try to move people and teams along with inspiration and processes that are aimed at the most highest level, self-actualization, but many are not ready to take on that level of development.  People can act like they are "playing the game" but they will always slip back to the lowest level of the pyramid which is complete.  Consequently, the individuals appear to be not moving along with the team.  When, in fact, they are not really mentally or emotionally capable of moving up to the higher levels and staying there

Do you want to know how to make a team really take off and advance?  Help everyone on the team to move up to that highest level of self-actualization.  At this level, individuals follow their instinctual needs to make the most of their abilities and to strive to be the best they can. They work toward fulfilling their full potential, toward becoming all that they are capable of becoming.  As an added benefit, at this level, people also instinctively work to bring others up to that same level.

As a servant leader, spend some time helping people move up toward that self-actualization level, and you’ll see real magic and teamwork take place!

Want to learn more about Maslow and the hierarchy?  Here are two great web-based resources.  Both have some excellent explanations about each layer in the pyramid.

http://en.wikipedia.org/wiki/Abraham_Maslow

http://webspace.ship.edu/cgboer/maslow.html

Next time we’ll explore some of the issues around trust in relationships as a servant leader.

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I always appreciate your comments and feedback.

E-Mail Stan Levanduski