“The difference manifests itself in the care taken by the servant-first to make sure that other people’s highest priority needs are being served. The best test, and difficult to administer, is: Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And, what is the effect on the least privileged in society? Will they benefit or at least not be further deprived?“– Robert K. Greenleaf

What is servant leadership really about?

Servant Leadership: The Key to Growth and Success
At its core, servant leadership is about selflessness and a genuine desire to serve others. It’s a leadership approach focused on creating the conditions for success and growth—not just for individuals, but for the entire organization. When organizations and employees work together to unlock their potential, the results can be transformative. The goal? To combine personal and organizational growth in a way that benefits everyone. But how can this be achieved?

The Power of Servant Leadership Principles
Servant leadership provides practical ways to enable growth. As individuals grow and thrive, so does the company. At the same time, the organization’s values and communication practices become more open, respectful, and supportive. The result?

Better psychological safety – Increased well-being at work – Higher job satisfaction – Fewer sickness absences

From Philosophy to Practice
While servant leadership has been widely researched globally, Finland is just beginning to embrace its academic exploration. Public interest, however, has been steadily increasing. The challenge with servant leadership as a theory is that it often answers what needs to change but not how to make it happen. That’s where Headactive Oy steps in—by turning the principles of servant leadership into actionable strategies.

My Journey with Servant Leadership
Since 2014, I’ve been exploring and refining the practice of servant leadership. My psychology thesis, Perceived Servant Leadership, Job Absorption, and Burnout: A Longitudinal Study, solidified my belief in its power. Over the years, I’ve realized that the true goal of leadership is to create the conditions for success and growth—first for individuals, then for the community.
By focusing on these foundations, a shared growth story unfolds, and the tools to make it happen are within reach. Servant leadership isn’t just an idea—it’s the path to meaningful change and sustainable success.

How has Greenleaf’s philosophy been refined into concrete?

Bringing Servant Leadership from Theory to Practice
In shaping my understanding of servant leadership, I’ve been particularly influenced by the works of Greenleaf (1977), Spears (1995, 2010), Dierendonck (2011), and Laub (2018). Each has contributed unique insights that help transform servant leadership from an ideology into a practical framework:
* Greenleaf highlighted selflessness as a defining trait of servant leadership.
* Spears outlined ten core qualities that form the foundation of servant leadership.
* Dierendonck built on these ideas, developing a leadership theory focused on equality, social responsibility, and genuine care for employees. His approach prioritizes the individual and their well-being over organizational goals.
* Laub brought a fresh focus on practicality and community, blending personal and organizational aspects into clear, actionable principles.

Turning Theory into Action
As an occupational health psychologist, I’ve worked to bring these ideas closer to real-world application. Servant leadership is no longer just a philosophy—it’s a practical model with concrete answers to the ”how” of leadership.
Today, I see servant leadership as adaptable to both individuals and organizations. It’s about fostering personal and collective growth while creating a culture of genuine care and shared responsibility. Servant leadership is more than a theory; it’s a tool for building stronger, healthier workplaces.
 
Kari Matilainen
Serving psychologist, promoter of occupational well-being.
 
About the author and the owner of the Headactive Oy: In my previous working life, I worked as an educational scientist in the world of mobile communications from 1997-2013. I did e.g. user experience, product management, front-line work etc. I was able to work in Finland, United States, as well as in Sweden and France. The instability of the telecom industry started the change, I lost the meaning of work and that led me to a turning point in my working life. I wanted a change, I knew what I wanted and I studied a new profession (licensed psychologist, 2015 JYU).
 
“I became a psychologist through working life. This real working experience strongly influences my work as a psychologist”.