Beyond Servant Leadership

I’ve been reflecting on my time as Head of Platform and my leadership roles at itemis, and I’ve realized that the popular concept of “Servant Leadership” has some significant blind spots. While the intent—removing obstacles and supporting the team—is noble, the metaphor often feels incomplete, or even slightly dishonest about the reality of organizational power.

We often talk about the leader as a peer, but let’s be honest: a leader isn’t just another member of the team. There is a power dynamic that servant leadership tends to neglect. Pretending it isn’t there doesn’t make it go away; it just makes it harder to navigate.

Here are a few things I think the “servant” model misses:

The Leader as a Participant

Servant leadership implies the leader stands on the sidelines, only stepping in to “serve” the team’s needs. But a leader often possesses specific skills and knowledge that can directly improve the result. Why should we sit out the action when we can contribute to the craft?

Initiating Action

Groups often need a catalyst. Taking the first step, bringing people together to solve a specific problem, and providing that initial spark is a vital leadership skill that goes beyond just “serving.”

The Power of Constraints

This is perhaps the most overlooked part. A leader’s job is to set constraints. It’s not just about removing blockers; it’s about making expectations clear and setting creative boundaries. These constraints protect the team from “bad actors” and provide the structure needed for true creativity to flourish.

Recently, I’ve been looking into Host Leadership, and it resonates much more deeply with how I actually work. A host isn’t a servant, and they aren’t a dictator. They are responsible for the environment, they invite people in, they provide for their guests, but they also set the “house rules” and participate in the event.