Individual leadership is defined as “influencing others by giving them a sense of direction, purpose, and drive while working to further the organization’s goals.”  Effective team building follows from effective leadership.  A group that functions as a cohesive unit is on the same page and makes progress toward shared objectives. Therefore, what distinguishes top management/supervisor leadership is the capacity of the leadership to get more done from the workforce than the individual sum of the parts. 
Leadership is defined by the European Foundation for Quality Management (EFQM) as “how leaders develop and facilitate the achievement of the mission and vision, develop values required for long-term success and implement these via appropriate actions and behaviors, and are personally involved in ensuring that the organization’s management system is developed and implemented” at the organizational level. 
Leadership is about relationships and behaviors, regardless of degree. The influencer and the influenced are the parties currently involved in the act of leading. The behavioral aspect of leadership involves influencing the conduct or activities of others. 
Servant leadership is not merely the newest trend in a wide range of leadership philosophies. In his 1970 essay The Servant as Leader, Robert K. Greenleaf founded servant leadership.  Greenleaf asserts: 
The sacrificial leader puts service first. It starts with the instinctive desire to help others. The desire to lead is then brought about by conscious choice. The best gauge is whether the person being served develops as a person: do they get better, smarter, more liberated, independent, and more likely to become servants as a result of receiving service? And how will it affect those who are least fortunate in society; will they profit or at the very least not suffer more deprivation?
Any atmosphere is said to be compatible with servant leadership.  Greenleaf’s interpretation of a leadership crisis led to the development of servant leadership. 
Along with humility, equality, and respect for others, the servant leader claims to embrace honesty and integrity as core personal values.  “A servant leader’s first reaction is to listen first and say less.”  He or she devotes their entire lives to helping the individuals in their sphere of influence. They like nothing more than meeting the needs of those who fall under their sphere of influence and concentrating on their welfare. An effective servant leader “coaches, supports people’s personal growth, listens well, and builds community”  They support these individuals’ cognitive, behavioral, and emotional development. Servant leaders possess a strong moral sense. The needle of their compass directs them to prioritize their followers’ needs.  The furthest thing from their minds is thinking about their own self-interest. In addition to becoming better individuals, their followers may ultimately want to become servant leaders themselves.
The formation of a better community and society is the ultimate goal of Greenleaf’s concept of servant leadership, he stated in a different essay titled The Institution as Servant.  “Servant leadership emphasizes greater service to others, a comprehensive approach to work, fostering a sense of community, and the sharing of power in decision-making.”  A kinder community and society would be one in which everyone strives to improve the lives of others.
Several well-known people who exhibit servant leadership include:
- Abraham Lincoln: Lincoln worked to both uphold the American nation and abolish the practise of slavery.  Martin Luther King, Jr. King worked tirelessly as a civil rights leader to enhance the standard of living for Americans with cultural backgrounds that include countries like Africa. 
- Nelson Mandela: Due to his beliefs in the equality of all South Africans, Mandela was sentenced to prison.  
- Mahatma Gandhi dedicated his life to eradicating colonialism from India via nonviolent resistance. 
- Because one might not be able to relate to the servant leaders on the aforementioned list, it is likely rather intimidating. Many regular people follow the thoughts, deeds, and feelings that characterize a servant leader.
If one learns what to look for, one can identify these common servant leaders.
What are the guiding principles on which the distinctive characteristics of servant leadership are based? These themes include respecting individuals, fostering individual growth, fostering community, exhibiting authenticity, exercising leadership, and exchanging leadership. The broad themes for servant leadership are described as follows: 
- Respecting people Servant leaders think that people matter and should be valued. People cannot be used as a resource to the leader’s advantage. The actions of a servant leader are those that are directed at meeting the needs of others so that those individuals can perform at their best. Through active, nonjudgmental listening, one can discover what needs other people have.
- People development. Servant leaders believe that in order for others to grow personally and professionally and realize their full potential, they should be encouraged and supported. They offer a secure setting that encourages learning and rewards taking calculated risks. The servant leader encourages people to behave in desirable ways by serving as an example for them. Along the journey, the servant leader mentors and supports the others by working side by side with them.
- Creating a Community Servant leaders have faith in the ability of the group. The best teams operate with a focus on shared goals and objectives as well as a shared vision and mission. The quality of the relationships among the team members determines the team’s strength. The behaviors of a servant leader show actions intended to foster an atmosphere in which everyone wants to collaborate and learn to help one another for the benefit of the entire team. Servant leaders champion the value of diversity and individuality.
- showing genuineness. Servant leaders think that true leaders are approachable, honest, and sincere. In a climate of acceptance and trust, servant leaders demonstrate transparency and hold themselves accountable to everyone. They are quick to accept responsibility if they make a mistake.
- Taking the Lead. Servant leaders advocate taking initiative and moving forward while encouraging others to follow suit. They think about what might or ought to happen in the future. The actions of a servant leader show their desire to have an influence. They make it possible for individuals and groups to work toward and attain peak performance.
- Cooperative leadership Servant leaders believe that empowering others to develop their leadership knowledge, skills, and talents will help them achieve their goals and objectives. They support the growth of wholesome, high-performance organizations and are aware that, from a gestalt perspective, the whole will produce more success than the parts. The actions of a servant leader show their capacity for problem-solving, judgment, and the creation and execution of plans. They develop performance measures and use them to make sure objectives are met.
What distinguishing characteristics best describe servant leadership? According to Greenleaf’s teachings , servant leadership primarily consists of the following qualities: 
Major Qualities Listening, conceptualization, empathy, foresight, healing, stewardship, awareness, commitment to the development of others Persuasion · Establishing Community
The following definitions outline the key characteristics of servant leadership: 
- Servant leaders are good listeners. Understanding the message and being aware of verbal and nonverbal cues are both essential components of effective listening. The servant leader must also be conscious of and comprehend their own feelings and thoughts. Servant leaders have the organizational ability to listen to the team and ascertain what is being said.
- Empathy: Compassionate servant leaders accept individuals for who they are. They are able to place themselves in the shoes of others, which allows them to comprehend their thoughts, actions, and feelings. They acknowledge the strengths and shortcomings of both their organization and the people that make it up.
- Healing: Servant leaders try to make it possible for others to enjoy happy lives. They help others develop and get through obstacles that prevent them from performing to their fullest potential. They help an organization’s relationships grow or mend in order to boost productivity.
- Consciousness: Servant leaders have a broad, all-encompassing viewpoint on events, challenges, and issues. They view the surroundings of a follower as a whole and as integrated parts. They are able to see and comprehend the circumstances, difficulties, and issues that an organization is dealing with.
- Persuasion: Servant leaders lead via encouragement, coaxing, influencing, and persuading others as to what the followers should do rather than from a position of authority. From an organizational standpoint, they employ their abilities to reach agreement.
- Servant leaders conceptualize circumstances, problems, and challenges in a general way. The core of their vision is founded on a futuristic perception of the potential. They consider possibilities for the future rather than just the present. They are strategic as an organization, yet they can balance it with tactical actions.
- Servant leaders use their foresight to blend their present knowledge with their knowledge of the past to make judgments that will affect the future. They make thoughtful selections and have a tendency to choose the right course of action. As organizational leaders, they essentially make decisions based on facts.
- Stewardship: By putting their own needs above those of their followers, servant leaders act as agents of their flock. Instead than focusing on authority and control, they place more emphasis on the use of persuasion and consensus. They hold themselves responsible for the positions of trust they accept in their capacity as organizational leaders.
- Servant leaders are devoted to the advancement of their followers and are highly committed to their personal improvement. They exhort their adherents to take an active role in shaping their destiny. They actively foster each person’s personal and professional development for the benefit of the business.
- Building community: In order to foster a sense of belonging, servant leaders actively try to foster teamwork. As a result of the followers’ acquisition of buy-in and ownership in them, this action ensures that the organization works cohesively to attain its aims and objectives.
- Finally, servant leaders put the needs of others first. “Performing menial tasks is not always a sign of a servant leader. Instead, a servant leader is someone who invests in others, encouraging them to be and perform at their best. They encourage a healthy leader-follower dynamic inside their companies .  Supporting servant leadership will make it possible for more leaders to experience its advantages in their company.
The empowerment process is implemented through employee learning; organizational leaders must educate and model the cognitions, actions, and emotions of the staff in order for them to do the same for the customers.  In order to empower employees and foster both employee and customer happiness, Robert Greenleaf introduced the servant leadership concept.  Servant leaders put greater emphasis on serving others’ needs than on the organization’s mission, vision, and goals. The idea is that by putting the organization’s employees first, they guarantee the organization’s success.  The ten qualities of servant leadership create the cognitive, behavioral, and emotional groundwork for high performance inside businesses.
Organizations need effective leadership in order to fulfill their strategic vision, mission, goals, and objectives.  Effective leadership is more essential to the success of the business the more difficult the industry in which it must function is.  Whatever the industry, a company must satisfy its consumers to be successful; as a result, customer satisfaction levels must be high. Highly pleased clients must exist for an organization’s staff to be eager and motivated to look after them. Employees of the organization must have the authority to care for clients.