Making the case for In-Service vs Self-Serving Leadership

Creating leaders in your organisation with an in-service approach rather than a self-serving one has deep consequences for team dynamics, productivity and overall organisational health. Given the transformative potential of leadership in shaping workplace cultures that either foster growth and innovation or stifle potential through myopic self-interest, investing in creating the right leadership approach can have a massive impact..

So what’s the difference between the two?

An in-service leadership approach has a focus on the growth and well-being of team members. Leaders who adopt this style prioritise the needs of their team, encourage a supportive environment and guide their members towards achieving collective goals. The hallmark of in-service leadership is its focus on serving rather than being served, which aligns with modern theories of servant leadership. This type of leader is typically seen as a facilitator who give their team autonomy, encourages collaboration, and shares power and recognition.

In contrast, self-serving leaders operate on a paradigm of power and control, prioritising their own needs, goals, or the metrics that will directly benefit them, often at the expense of their team. This approach can lead to a toxic work environment characterised by low trust, high competition, and little room for collaborative success. The self-serving leader views team achievements primarily as a ladder to personal advancement rather than a mutual journey towards organisational success.

What’s the impact on teams? 

In-Service vs Self-Service

1. Team Cohesion and Trust
   Teams led by in-service leaders exhibit high levels of trust and cohesion. These leaders build a positive team culture by being transparent, showing genuine concern for the team's welfare, and consistently acting in the group's best interest. Self-serving leadership can erode trust and cause fragmentation within the team, as members may feel used or undervalued.
2. Motivation and Engagement
   An in-service leadership approach boosts team motivation and engagement by aligning team goals with individual values and providing members with a sense of purpose and contribution. Self-serving leaders often fail to engage their teams effectively, leading to disinterest and detachment, as team members may not feel valued beyond their utility to the leader's personal objectives.
3. Innovation and Creativity
   Creativity thrives under leaders who are supportive and provide autonomy, resources, and moral support to explore new ideas. In-service leaders are champions of innovation because they create environments that welcome risk-taking and learning from failure. On the other hand, self-serving leadership might stifle innovation due to a fear of risking personal advancement or a preference for maintaining the status quo that has personally benefited them.
4. Employee Turnover and Satisfaction
   In-service leaders typically see lower turnover rates, as employees feel more satisfied and supported, leading to greater loyalty and long-term commitment. High turnover rates often plague environments dominated by self-serving leaders, where the work climate can become intolerable, prompting employees to seek more fulfilling opportunities elsewhere.

Embracing In-Service Leadership

I would argue that embracing in-service leadership is not just beneficial but necessary for contemporary organisations aiming to thrive in a complex, interconnected world. This leadership style resonates deeply with today’s workforce, which values authenticity, fairness, and purpose-driven work. Organisations should strive to cultivate leaders who are equipped to serve first, fostering a culture of mutual respect, shared success, and collective responsibility.