Servant Leadership: A Discussion between Managerial Competencies and Managerial Values

Purpose: The goal of this article is explore the intricacies of servant leadership, the evolving expectations of new generations, the importance of managerial competencies and values, and the empirical findings from the comprehensive research conducted. This exploration aims to provide valuable insights into the multifaceted world of leadership and management in contemporary organizations. Design/methodology/approach: This article is grounded in the findings of comprehensive ethnographic research. Data were collected mainly with open interviews conducted within four main groups: undergraduate students, final-year students, graduates and participants in postgraduate studies, and managers. In total, 53 interviews were conducted. For the purposes of this article, statements from managers (with varying levels of tenure and experience) were utilized. Interviews were transcribed, coded, categorized and interpreted. The second part of the research consisted of a literature analysis. Findings: Research findings indicate that both competencies and values are important in leadership, as they each bring unique benefits to a leader’s ability to effectively lead and influence others. Competencies are skills and abilities that enable a leader to effectively perform their job duties, while values are principles or beliefs that guide a leader’s decision-making and actions. Thus, a leader with strong decision-making and problem-solving skills can help navigate complex issues and make more informed decisions. Servant leaders should strive to develop both skills and values in order to effectively lead and influence others. Research limitations: The data collected through qualitative methods, may be subject to individual perceptions and biases. Participants may interpret servant leadership differently, influencing the accuracy of the findings. The dynamic nature of workplaces suggests that servant leadership characteristics may vary over time. Research implications: Managers’ values play a crucial role in shaping workplace dynamics and can extend their influence to broader societal contexts. A values-driven approach has the potential to create positive social impacts, contributing to ethical business practices, trustful relationships, and overall societal well-being. Originality/value: The paper has the potential to enrich scholarly discourse on leadership by offering a nuanced exploration of the interplay between competencies and values within the context of servant leadership, while also providing practical insights for organizational leaders and managers.