Servant Leadership & Team Development: Empower, Do Not Just Command
A high-performing team is built through stages, not demanded at once.
- Forming — The team forms and gets acquainted
- Storming — Disagreements surface
- Norming — Norms are agreed
- Performing — High output
- Adjourning — The team closes and documents
A servant leader removes impediments and empowers the team rather than commanding and controlling. Teams mature through stages: Forming, then Storming as disagreements surface, then Norming as norms are agreed, then Performing with high output, then Adjourning. A manager power varies: positional power versus the power of expertise and personal influence; influence usually works better than mandate.
Expecting high performance the moment a team forms. Storming is normal, and conflict is managed there, not suppressed.
Empower your team and expect its maturity stages.
Ready to start serious PMP prep?
Subscribe now →Read the details
Servant leadership centers on serving the team: removing impediments, providing resources, protecting focus, and growing capability. Understanding team development stages helps the manager act correctly at each: patience and clarity in Forming, constructive conflict management in Storming, reinforcing agreements in Norming, releasing autonomy in Performing, and celebrating and documenting in Adjourning. Choosing the right influence style, through expertise and relationship not position alone, is what raises team commitment and performance.
Frequently asked questions
What is the difference between a servant leader and a traditional manager?
A servant leader removes impediments and empowers the team rather than commanding and controlling.
What are the team development stages?
Forming, then Storming, then Norming, then Performing, then Adjourning.
Why does a team have conflict early on?
Storming is a normal stage; disagreements surface and are managed, not suppressed.
When does a team reach peak productivity?
In the Performing stage, after agreeing on norms in the Norming stage.
What types of power does a project manager have?
Positional power and the power of expertise and personal influence; the latter is often more effective.