ABSTRACT
When the word management is used, we think of people out in front, leading everyone. When I ™rst got into management in the mid-1980s, I was told that managers needed to be in charge of their people, to control them and make them respect me and my title. œat concept never settled with me, and I took a slightly di¢erent approach: by trying to earn people’s respect. In the early 1990s, I came across a philosophy called servant leadership, which put a label on many of the things I had already been doing.
