Servant Leadership: Being Liberated From Self-Concern
Back in 2018 I wrote, Servant Leadership; Not Just Cliché. Still, with so many leadership buzzwords and corporate jargon, I worry that servant leadership has become undeniably a cliché. Everyone touts being human-centered, but are they really living up to what it means. I’m still reading through my notes and highlights from reading The Gospel According to Tolkien: Visions of the Kingdom in Middle-Earth by Ralph C. Wood. Wood argued that, “To be a servant is to be liberated from self-concern. It is to be so fully devoted to the common good that one hardly thinks of one’s own wants and needs at all.” That’s a really good definition!
Wood also pointed out that we have the ultimate example of servant leadership from God. Wood posited that “God did not assume the life of a ruler or king, a prophet or philosopher, but rather the role of a servant.” He goes on to point out that many of the characters in J. R. R. Tolkien’s The Hobbit and The Lord of the Rings lived by contentedly serving to unmake the Ring. Frodo and Sam, as well as Merry and Pippin, all served not for glory, but to make Middle-earth a better place.
“Christ Jesus, … though he was in the form of God, did not count equality with God a thing to be grasped, but emptied himself, taking the form of a servant, being born in the likeness of men. And being found in human form he humbled himself and became obedient unto death, even death on a cross” (Phil. 2:5-8).
Frodo, Sam, Merry, and Pippin display humility by taking on the tremendous burden of destroying the Ring, often putting the mission above their own safety and comfort. Servant leaders prioritize the needs of others and are willing to make personal sacrifices for the greater good. A pretty good reminder on this Memorial Day Weekend as we honor those here in the United States who paid the ultimate sacrifice for our freedom.
Everyone Has An Errand & Everyone Undertakes A Journey
Yesterday I wrote Quest or Adventure about Gandalf’s distinction between adventure and the quests in Middle. I want to continue this inspired by reading The Gospel According to Tolkien: Visions of the Kingdom in Middle-Earth by Ralph C. Wood. Tolkien’s Bilbo believed that everyone has an “errand” or mission and purpose. This really resonates with me because I believe this to be true for each of us. We all are also on a journey every day of our lives. Wood reminded us we are all immersed in the “ever-rolling stream” of the river of time. I love how Wood put it:
“Legolas the elf declares this dark truth: ‘Few can foresee whither their road will lead them, till they come to its end’ (The Two Towers, p.95). The question-and thus the Quest — concerns how we shall travel the road and whether we shall complete our errand. Like Frodo, we are called not so much to find a treasure as to lose one. There is a huge difference, of course. While the Ring is evil and must be destroyed, our lives are good and must be preserved.”
By staying true to our purpose we can do as Bilbo taught us to “keep our feet.” In other words not be swept away by life’s great river.
“The Road goes ever on and on Down from the door where it began. Now far ahead the Road has gone, And I must follow, if I can, Pursuing it with weary feet, Until it joins some larger way, Where many paths and errands meet. And whither then? I cannot say” (The Fellowship of the Ring, p.p. 82-83).
I love how Wood points out that an earlier version of Bilbo’s song used “eager” rather than “weary.” Just goes to show that our errands do drain us at times. Staying eager in our purpose and mission involves nurturing our motivation and maintaining a clear sense of why we started. We need to regularly remind ourselves of the core reasons that motivated us to pursue our own quests (missions). Reflecting on our passion can reignite our enthusiasm.
Just like Bilbo surrounded himself with individuals who shared his vision. Their support and shared energy boosted Bilbo’s eagerness. We need to learn from this and do the same. Speaking of learning; we need to keep Learning and continuously seeking new knowledge and skills related to our errands (missions). Growth keeps things interesting and fuels our commitment and keeps us eager instead of weary.
Quest or Adventure
I just finished reading The Gospel According to Tolkien: Visions of the Kingdom in Middle-Earth by Ralph C. Wood. Now I am working my way through my study notes and highlights. One part that Wood dug deeply into was the “The Call to the Life of the Quest.” Wood helped foster our own ethical reflection by referring to Gandalf’s distinction between adventure and the quests in Middle-earth. This distinction prompts us to reflect on motives. The question is, are our actions driven by curiosity or a sense of duty? Leaders equipped with this awareness can make more ethical decisions aligned with their core values. Wood does a masterful job of navigating us through what we can learn from Middle-earth on this distinction, saying:
“Their stories are later remembered, Sam observes, because these folks-usually against their own wishes-were embarked upon a Quest, a mission whose outcome involved something immensely larger and more important than their own happiness. In explaining this matter to Frodo, Gandalf draws a fundamental distinction between a quest and an adventure. An adventure, he says, is a “there-and-back-again” affair. One undertakes an adventure as a matter of one’s own desire-often from boredom and a lust for excitement. Once the treasure is found and the adventure is over, one returns essentially unchanged by the experience. An escapist culture lives for adventures. A Quest, by contrast, is never a matter of one’s own desire but rather of one’s calling. Over and again, Frodo asks why he has been chosen for his dreadful task. His summons is not to find a treasure but to lose one-to bear the Ring back to the Cracks of Doom and there to cast it into the melting fires whence Sauron first forged it.”
An adventure is often spontaneous, unpredictable, and driven by curiosity or circumstance. It involves exploring new experiences without a specific end goal, emphasizing personal growth and discovery.
A quest, on the other hand, is purposeful and centered around a clear objective. It requires determination, planning, and a commitment to a greater good or mission.
We need to recognize the value of both the adventure and the quest. As leaders, we should understand that some situations call for the adventurous spirit. Adventure is the time for embracing innovation, taking risks, and fostering creativity. Other times, a focused, quest-driven approach ensures alignment with strategic goals.
Gandalf’s insight reminds leaders to distinguish between the spontaneous exploration of opportunities (adventure) and deliberate pursuit of meaningful goals (quest). Balancing both can lead to innovative, resilient, and ethically grounded leadership.
Leaders As Servants
I am loving and taking lots of notes while reading The Gospel According to Tolkien: Visions of the Kingdom in Middle-Earth by Ralph C. Wood. Yesterday morning I highlighted a passage about Tolkien’s Legendarium The Lord of the Rings characters that I believe we, as leaders, can learn from:
“Like Faramir and Sam-but unlike Boromir and Saruman- Galadriel is able to refuse the Ring’s magnetic lure. Bilbo had also used the Ring many times without permanent damage. Whence the difference? Why can some resist the fatal temptation while others yield to it? Boromir and Saruman both see themselves as leaders and heroes; their loves are disordered by their own lust and ambition. The others, by contrast, possess something akin to what Jesus calls purity of heart (Matt. 5:8). They have preserved their integrity of soul and conscience. They regard themselves as servants rather than lords. All four of them have properly ordered their loves to the Good.”
This is a profound reflection on human nature and morality. I love how Wood described the key differences of how each individual orders and prioritizes their loves and desires. Boromir and Saruman, driven by ambition and desire for power, allow their selfish loves to dominate, leading them astray from true virtue and integrity. In contrast, those (Galadriel, Faramir, Sam, and Bilbo) who possess “purity of heart,” as Jesus described, have their loves properly ordered — they seek the Good and place it above personal ambition or desires. This inner discipline preserves their integrity, making them servants of higher ideals rather than slaves to greed or pride. It’s a reminder that true heroism often comes from humility and fidelity to what is good and right within us.
I am now going to explore how Galadriel, Faramir, Sam, and Bilbo exemplify being servant leaders to higher ideals rather than slaves to greed or pride:
Faramir:
Faramir, the Steward of Gondor, embodies humility and wisdom. Unlike many who might seek personal glory or power, he recognizes the importance of serving his city and its people with integrity. His refusal to take the Ring, despite the temptation and the potential for heroism, shows he’s motivated by duty and the greater good rather than personal ambition. His inner discipline allows him to serve a noble cause, placing honor and justice above pride or greed.
Sam:
Samwise Gamgee is perhaps the epitome of humble service. His unwavering loyalty, kindness, and sense of duty drive his actions. Despite modest beginnings, he serves Frodo not out of desire for recognition but out of genuine friendship and a commitment to doing what is right. His actions demonstrate that true heroism comes from humility and a selfless desire to help others, rather than seeking fame or personal gain.
Bilbo:
Bilbo Baggins, initially a simple hobbit of the Shire, becomes a hero through acts of courage and cunning, yet he remains humble. His adventure is driven by curiosity and a sense of adventure rather than greed. Even when offered great treasure, he often chooses integrity over material wealth, recognizing that true worth lies in personal virtue and honest deeds. Bilbo’s journey reflects a servant’s attitude—serving higher ideals of bravery, friendship, and moral integrity.
Galadriel:
Galadriel is a classic example of a servant leader. In J.R.R. Tolkien’s Legendarium, she embodies wisdom, humility, and selflessness — key qualities of servant leadership.
Throughout her dealings with the Fellowship of the Ring, Galadriel demonstrates a willingness to serve others by offering guidance, sanctuary, and gifts that strengthen their resolve. Her leadership is characterized by her ability to inspire trust and provide support without seeking personal gain or dominance. She prioritizes the well-being and success of others, exemplifying humility and moral integrity—core traits of a true servant leader.
Conclusion
All four characters exemplify how true greatness often involves serving higher principles—such as loyalty, humility, and justice—rather than being enslaved by greed or pride. Their inner discipline and unwavering commitment to their values make them heroes in the truest sense.
Language Is Never Neutral
In The Gospel According to Tolkien: Visions of the Kingdom in Middle-Earth, Ralph C. Wood says, “The larger point to be taken is that, for Tolkien, language is never neutral. As our most precious gift, it is always loaded with implication, always employed for either good or ill.” Wood’s statement highlights J. R. R. Tolkien’s view that language is deeply meaningful and inherently powerful. When Wood says that “language is never neutral,” he means that words and symbols carry weight, implications, and moral significance—they can be used to build up or tear down, to inspire or corrupt. I always remain aware that language matters.
For Tolkien, language wasn’t just a tool for communication; it’s a vital force that reflects and shapes moral values. This idea underscores the importance of how we choose our words, recognizing that language has the capacity to influence both individual hearts and the broader world. This reminds us that language is a gift that should be used responsibly for good.
Justice Is Inherently Relational
In her outstanding response to Dr. Beitler’s lecture, “The Ring of Righteousness”: Justice in J. R. R. Tolkien’s Middle-earth, Dr. Meitzner Yoder made the comment that “Justice is inherently relational.” As a person who believes relationships are the key to everything, this suggested that justice isn’t just about abstract rules or principles; instead, it emphasizes the importance of relationships between people. Essentially, justice arises through interactions—how individuals treat one another, fairness in relationships, and mutual respect.
For us as leaders, this means that fostering just environments goes beyond simply applying policies. We should pay attention to the nature of their relationships with team members and stakeholders, ensuring transparency, fairness, and empathy. By doing so, we create a context where justice is experienced and practiced through genuine connections, trust, and shared responsibility. This relational view encourages us to build inclusive, respectful cultures where everyone feels valued and treated fairly.
Imagining The Complex Unique Individual
In a great discussion following Dr. Jim Beitler’s Hansen Lecture, “The Horns of Elfland: On Fairyland Justice” we talked about justice and how the novels from Tolkien and Lewis help us develop an understanding and appreciation of others, particularly through our imagination. We even discussed justice in leadership being about how we imagine the person in front of us. Do we imagine them as just a collection of data or a complex unique individual. This really caused me to reflect about how we imagine those we serve, those we are just meeting and making friends with for the first time, and anyone we come in contact with.
It was suggested to read Elaine Scarry’s “The Difficulty of Imagining Other People.” This essay offers valuable insights for leaders aiming to cultivate a more human-centered approach. Here are some key lessons that we can draw from Scarry’s work:
- Recognize the Challenge of Empathy: Scarry emphasized how difficult it is to truly imagine and understand the experiences of others. Leaders can learn to acknowledge this challenge and intentionally develop empathy by actively listening and seeking diverse perspectives, rather than assuming we fully understand others’ realities.
- Value of Fragility and Vulnerability: The essay highlights the delicate nature of human identity and perception. Leaders who appreciate this fragility are more likely to foster environments of trust, compassion, and psychological safety, encouraging team members to be authentic and vulnerable.
- Importance of Imagination in Leadership: Effective leadership involves imagining the lives and struggles of others beyond immediate interactions. By cultivating our capacity to imagine different realities, leaders can make more compassionate decisions that genuinely serve the needs of their teams and communities.
- Counteracting Objectification: Scarry discussed how difficulty in imagining others can lead to objectification or dehumanization. We need to be conscious of this tendency and work actively to see team members as whole persons with aspirations, fears, and complexities—not just roles or functions.
- Fostering Being More Human-Centered:
Understanding the hurdles in imagining others encourages leaders to create practices that validate diverse experiences, promoting belonging within organizations.
Studying Scarry’s work encourages us to deepen our capacity for empathy, vulnerability, and imaginative understanding—fundamental elements of being truly human-centered. This approach not only enhances ethical leadership but also builds stronger, more resilient, and engaged teams.
Flocking Together: How Community and Camaraderie Boost Creative Success
Those that follow me know that I love Pelicans. They are amazing birds and there are so many leadership lessons we can learn from them. I have blogged previously about them in Pelican Leadership Lessons and Leading From The Optimal Height. I am in Georgia doing some work right now and yesterday was watching these incredible creatures while spending some time on Tybee Island.
Lately, I have been doing a lot of studying the literary discussion group from the 1930s and 1940s at Oxford University that included C. S. Lewis and J. R. R. Tolkien – the Inklings. As the tide came in yesterday morning there were groups of Pelicans putting on a show of their collaboration and holding each other accountable. Both the Inklings and Pelicans served, in my mind, as analogies to each other, and leadership.
The Inklings were known to be a close-knit, supportive community where members shared and critiqued each other’s works regularly, fostering mutual growth. The accountability that came from this included honest feedback, but the strong relationships and camaraderie enabled encouragement, cheerleading, and a collective pursuit of artistic and intellectual excellence—much like a flock of pelicans working together while fishing or migrating.
Pelicans are social birds that travel and hunt in groups, relying on cooperation for survival. They often communicate and coordinate their actions, holding each other accountable to stay organized and effective. Pelicans collaboratively move fish into groups for successful hunting of food. Pelicans, just like the Inklings did, thrive on their relationships to collaborate and work together toward a common goal —literary creation or efficient foraging.
The synergy of the relationships encouraged the support of one another in the Inklings. This support provided accountability; not in the form of punitive pressure, often associated with accountability, but by ensuring progress through collaboration. The Inklings shared purpose can be compared to that of the Pelicans. While the Pelicans shared purpose is survival, we know from research that many of the great literary works from Inkling authors would not have happened without their social group of accountability.
So, let’s be cognizant of the power of cooperative, communicative, and mutually supportive relationships that enhance our efforts through camaraderie and shared accountability.
The Allure Of Power
I just finished The Fellowship of the Ring by J. R. R. Tolkien. This is the book we are focusing on studying as Marion E. Wade Continuing Scholars at Wheaton College this year. It has been fascinating to read this book using a scholarly lens. It has also been interesting, as a person who loves to use fiction works as a learning tool, to study this book knowing that Tolkien did not like, nor use allegory. That said, there are still so many lessons to be pulled from this book. I still have several notes and reflections that may make their way into blog posts.
Today, I want to focus on a leadership lesson in a statement by Boromir at the end of The Fellowship of the Ring: “The fearless, the ruthless, these alone will achieve victory. What could not a warrior do in this hour, a great leader? What could not Aragorn do? Or if he refuses, why not Boromir? The Ring would give me power of Command. How I would drive the hosts of Mordor, and all men would flock to my banner!” I’m specifically pondering the idea of a leader putting all his faith in the power of a ring. The ring can serve as a metaphor for other sources of power or perceived power.
Boromir’s statement highlights a common temptation for leaders: the allure of power as a means to achieve victory. His belief that the Ring could bestow unmatched command reflects both his desire to protect his people and the dangerous misconception that power alone can ensure success.
The leadership lesson here is about the importance of integrity, humility, and understanding the true source of effective leadership. Relying solely on power, even if it promises immediate results, can lead to corruption and failure in the long run. Aragorn exemplifies the opposite approach: leading through wisdom, humility, and trust in a higher purpose rather than wielding power for its own sake. Aragorn, is a member of the Fellowship of the Ring. He resists the corrupting influence of power, showing great moral strength.
Boromir’s temptation serves as a reminder to us that true leadership isn’t just about exerting control or brute force but about inspiring trust, making wise decisions, and understanding the moral dimensions of power.
Leading By Starting
“‘It’s the job that’s never started as takes longest to finish,’ as my old gaffer used to say.” The leadership lesson in this phrase from J.R.R. Tolkien’s The Fellowship of the Ring is that procrastination or hesitation often causes tasks to become more daunting and time-consuming than they need to be.
Effective leaders understand the importance of taking initiative and starting work promptly. By beginning sooner rather than later, we can manage challenges more effectively, maintain momentum, and reduce the risk of projects becoming overwhelming. This quote emphasizes that decisive action and early engagement are key to successful leadership and accomplishing goals efficiently.
Byron's Babbles 
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