We know many leadership styles such as autocratic, situational, participatory and many more. Among these, a new style of leadership is emerging in the business world, unavoidable in the post-globalization business scenario, and highly competitive with rising expectations. The life and lifestyle of Hanuman, the most prominent character in the Ramayana epic, who is selfless, a symbol of sacrifice and zero arrogance.
Hanuman, who has given himself to his ‘Boss’, Lord Rama, is always available to His Master to obey his orders with all humility and commitment, from the moment he was presented to Him. Hanuman was never competitive and always kept a low profile. But, when the time came, He was the first to jump into action, which is the quality of results-oriented action leadership. He helped his ‘Boss of him’ to find his wife Sita, who was kidnapped by Ravan, the demon king. He was one of the ‘bravest followers’ whose qualities were mentioned by Ira Chaleff in his award-winning book ‘The Brave Follower: Defending Our Leaders’. Hanuman is an ideal and courageous subordinate, who is always ready to guide even his boss when he needs it.
Corporate leaders are trying to emulate the qualities of servant leadership seen most prominently in successful post-globalization Indian corporate leaders such as Ratan Tata, NRNarayan Murthy, Azim Premji, Nandan Nilekani, whose experience managing giant business houses forced the government to use its services on different occasions, whenever there is a need for its services to serve the general public.
The Eight Habits of Servant Leaders
1. Patience – show self-control
2. Kindness – is an act of love
3. Humility: showing an absence of pride.
4. Respect: treat people as if they are important
5. Selflessness: meeting the needs of others.
6. Forgiveness – let go
7. Honesty: be free from disappointment.
8. Commitment: stick to your choice
Legitimate leadership, influence, is built on service, sacrifice and the search for the highest good of those who are led. Influence doesn’t come from a title or an army. Influence must be earned. There are no short cuts.
Every time we reach out, sacrifice, and serve others, we build authority and therefore influence. If you give your people what they need, they will give you everything you need. Then leadership will be defined not by what we accomplish, but by what we accomplish through others. The servant leader must constantly ask himself: How can I use myself to better serve?
Leadership requires selflessness. The willingness to serve and sacrifice for others, the willingness to set aside our wants and needs in order to seek the highest good for others: this is what it means to be selfless. This is what it means to be a leader. The path to servant leadership lies not in trying to fix or change others, but in working to change and improve ourselves. ‘Everyone wants to change the world, but no one wants to change themselves’.
Good management is the art of making problems so interesting and their solutions so constructive that everyone wants to get to work and deal with them. Servant leaders ask, ‘how can I help you do your job better?’
To conclude, if you want to succeed as a corporate leader, emulate the qualities of Hanuman with a global Indian corporate leaders perspective.