Servant leadership makes direct impact on Airmen

  • Published
  • By Master Sgt. Mark Jones
  • 21st Airlift Squadron
As leaders, we teach what we know but we impart who we are. Reflecting on my Air Force career to date, I cannot help but first acknowledge that I am a sum of those who have mentored and challenged me. 

Though my former supervisors are as varied in personality and background as the Airmen they've led, one common theme ties them all together.  Robert K. Greenleaf, renowned sociologist and writer, would call it "servant leadership." 

Servant leadership is when an individual places the needs of their organization ahead of personal desires and ambitions.  This rare sort focuses on the growth of an Airman and ensures their well-being is maintained through the practice of individual consideration and attention. 

This mindset begins as a frontline supervisor.  It's an exciting time because you are given the responsibility of America's greatest resource - its people. 

You have a direct impact on the Airman you supervise. During this transition, take to heart the gravity of your position and the consequences it can have on an Airman's life.  There is a lot at stake to say the least. 

That is why becoming a Staff Sergeant should carry with it a moment of introspection and consideration as to what type of leader you want to be. 

A good leader brings their Airmen in and shares their experiences patiently and with a dose of humility. We were all new once, and it is largely due to those who showed us hard work, not told us to work hard, that we remain in the service today.

I challenge each and every one of you to serve others in whatever capacity they may require it.  At the end of that collective effort, the best is drawn out from your people and the best is given out of yourself.