The book on servant leadership makes a number of arguments. The first argument is whether it is possible to merge a leader with a servant. According to the book, the two can be merged. Secondly, the book argues on whether it is possible for such a person that results from the merging, to be productive and live well in the present real world. Again, the book claims that this possibility is true. The chapter titled The Servant as Leader in the book therefore ends up being dedicated to explain how and why this possibility is true or is real. The book gives a short story that claims that first; a great leader will be seen as a servant. Servant hood becomes the key for this person’s greatness. A servant is seen as a person who is deep down inside.
The book defines a servant-leader as someone who is servant first. Servant hood in this case starts with one’s natural feeling to offer services first. This kind of a person is described as a natural servant. The features of the natural servant are given to include the ability to persevere while refining a given hypotheses on what another person’s highest need can be served. The features of a servant leader are outlined. Consequently, a servant leader is said to be inspirational, provides initiative, ideas, structures and boldness needed to achieve success.
When it comes to listening an understanding, a servant leader is praised for his or her unmatched abilities. In addition, since the servant leader often puts himself or herself in the shoes of the people, the language and imagination that he or she uses is well received by the ears of his or her audience. In other words, such a leader is good at making his or her points understood by the audience, having served them.