To lead is not to be “the boss,” the “head honcho,” or “thebrass.” To lead is to serve. Although serving may imply weakness to some, conjuring up apicture of the CEO waiting on the workforce hand and foot, servantleadership is actually a robust, revolutionary idea that can havesignificant impact on an organization’s performance. Jim Hunter champions this hard/soft approach to leadership, whichturns bosses and managers into coaches and mentors. By “hard,”Hunter means that servant leaders can be hard-nosed, evenautocratic, when it comes to the basics of running the business:determining the mission (where the company is headed) and values(what the rules are that govern the journey) and setting standardsand accountability. Servant leaders don’t commission a poll or takea vote when it comes to these critical fundamentals. After all,that’s what a leader’s job is, and people look to the leader to setthe course and establish standards. But once that direction is
