Book Notes #113: The Servant by James C. Hunter

Title: The Servant: A Simple Story About the True Essence of Leadership
Author: James C. Hunter
Year: 1998
Pages: 224

The Servant by James C. Hunter is a powerful and thought-provoking book about leadership, personal growth, and the idea of leading through service. It introduces the concept of “servant leadership,” which really made me rethink what true leadership looks like.

The story follows a successful (yet arrogant) executive who goes through a series of life-changing experiences. As he learns the importance of serving others, he evolves into a more humble, effective leader.

What I love about this book is how it shows leadership isn’t about being in charge—it’s about empowering and serving those around you. It’s a great read for anyone looking to grow as a leader and make a real impact.

As a result, I gave this book a rating of 8.5/10.

For me, a book with a note 10 is one I consider reading again every year. Among the books I rank with 10, for example, is Dale Carnegie’s How to Win Friends and Influence People.

3 Reasons to Read The Servant

Book Overview

The Servant by James C. Hunter dives deep into the idea of servant leadership, where leaders put others’ needs ahead of their own interests.

The book follows John Daily, a seemingly successful businessman who’s struggling with turmoil both in his career and personal life. Despite his outward success, John is facing challenges at work, strained relationships, and is blind to his own role in his struggles. After encouragement from his wife and pastor, John reluctantly agrees to attend a week-long retreat at a monastery.

At the monastery, John undergoes a major transformation under the guidance of Simeon, a monk who has a surprising background in business leadership. Along with five other individuals, John learns key lessons about leadership from Simeon. These lessons help him turn his life around and become the leader he was meant to be.

By the end of the retreat, when John reunites with his wife, it’s clear that his experience has changed him in ways that will impact his life forever.

Unlike traditional leadership, which focuses on authority and control, servant leadership is about empathy, humility, and genuinely caring for the growth and well-being of others.

Hunter’s message shows how adopting servant leadership can help organizations build trust, encourage collaboration, and drive innovation. Leaders who embrace these principles inspire loyalty and commitment, leading to better productivity and morale.

Some critics argue that certain situations might need a more assertive leadership style, especially in tough challenges. But Hunter’s message encourages leaders to be flexible—adapting their approach to meet the needs of their team and the situation at hand.

What really stands out about The Servant is how it challenges the typical leadership approach. Hunter pushes us to rethink leadership by emphasizing service and the importance of focusing on the needs of others. This shift in mindset can lead to both personal and professional growth.

With its practical advice and real-life examples, The Servant is a must-read for leaders wanting to improve their skills and effectiveness. Hunter draws from his own experience as a leadership consultant, offering guidance that is both actionable and relevant.

What I really like about this book is how it emphasizes emotional intelligence—skills like empathy, listening, and self-awareness—which are crucial for effective leadership. Hunter gives clear advice on how to develop these skills, making it not just insightful but also practical.

Chapter by Chapter

Chapter One: The Definitions

John Daily, the main character, finds himself in an unusual setting—a monastery—where he is about to embark on a week of self-discovery. He’s not exactly thrilled to be there. In fact, he’s only attending this retreat because his wife insisted. From the outside, John seems to have it all: a high-powered job, a comfortable life, and a family. But under the surface, things are unravelling.

His wife is unhappy, his teenage son is acting out, and even at work, his employees seem disengaged. Something isn’t working, but he hasn’t quite figured out what.

At the monastery, John meets Brother Simeon, a former business leader named Leonard Hoffman. Once a highly respected executive, Hoffman left everything behind to live a life of service. John is both intrigued and skeptical. Why would someone who had reached the top of the corporate world choose to live in such a simple way?

From the first lesson, Brother Simeon shakes things up. He challenges the traditional understanding of leadership, making an important distinction between power and authority. Power, he explains, is the ability to force people to do what you want, often through fear or coercion. Authority, on the other hand, is something you earn—it’s about influence. People follow you not because they have to, but because they want to.

John, like many traditional managers, is used to leading through power. He gives orders, expects compliance, and believes that a leader’s job is to maintain control. But Simeon presents a radical idea: true leadership is not about control; it’s about serving others. This is a difficult concept for John to digest. How can a leader serve their employees and still get results?

Simeon also introduces an idea that will shape the rest of the book: leadership is a skill, not just a title.

Just because someone holds a leadership position doesn’t mean they are actually leading. Leadership is something that must be developed, practiced, and refined over time—just like any other skill.

As the chapter closes, John starts to realize that his struggles—both at home and at work—might have something to do with the way he leads. But he’s still resistant. The idea of servant leadership feels foreign, even weak. He’s not convinced yet, but something about Brother Simeon’s words makes him think. Maybe leadership isn’t about being in charge. Maybe it’s about something deeper.

Chapter Two: The Old Paradigm

John is still skeptical about everything happening at the monastery. The idea that leadership is about serving others doesn’t sit well with him. Like many traditional leaders, he has spent his career believing that leaders give orders, and followers obey. But Brother Simeon challenges this mindset right away.

The discussion starts with the old paradigm of leadership—the way things have been done for generations. This traditional model is based on power, control, and hierarchy. It assumes that leaders must be at the top, making all the decisions, while employees simply follow orders. Many companies (and even families) have operated under this structure for years. The problem? It doesn’t inspire people. It might get short-term compliance, but it doesn’t create real commitment.

Simeon points out that this model is failing in modern organizations. People no longer respond well to command-and-control leadership. Younger generations, in particular, want to be respected, valued, and included in decision-making. Employees today don’t just want a paycheck—they want purpose. If a leader relies only on power, they will struggle to keep people engaged.

John resists this idea at first. He believes that employees should simply do their jobs because they’re being paid. But deep down, he knows his own employees aren’t giving their best effort. He also starts to reflect on his personal life. His teenage son, for example, doesn’t listen to him—not because John lacks authority, but because their relationship is weak. Could the same be true for his employees?

Simeon then introduces a powerful insight: leadership isn’t about controlling people—it’s about influencing them.

And influence doesn’t come from power; it comes from relationships, trust, and respect. This is a major shift in thinking. A leader doesn’t succeed by demanding things from others but by earning their commitment.

John is still wrestling with these ideas. He has built his entire career on the old model of leadership. But for the first time, he starts questioning whether power is actually the best way to lead. The old paradigm might have worked in the past, but maybe it’s time for a different approach.

And that’s when he begins to open his mind—just a little—to the idea that leadership might be something more than just giving orders.

Chapter Three: The Model

As the sessions continue, John starts to realize that leadership isn’t just about authority or influence—it’s about a specific way of thinking and acting. Brother Simeon introduces a leadership model that turns the traditional structure upside down.

The typical leadership model is a pyramid, with the leader at the top, making decisions, giving orders, and expecting everyone below to follow. Simeon challenges this, arguing that great leadership is about serving others, not controlling them.

Instead of thinking of leadership as a position of power, he suggests flipping the pyramid. In this new model, leaders are at the bottom, supporting and empowering those they lead.

This shift makes John uncomfortable. If leaders aren’t the ones giving orders and making all the calls, then what exactly is their role? Simeon explains that a leader’s job is to serve the needs of their people so that they can succeed.

This doesn’t mean doing everything for them or being passive. It means providing the tools, guidance, and environment for people to thrive.

To illustrate this, Simeon brings up one of the most well-known leadership figures in history: Jesus Christ.

Whether or not someone is religious, Jesus is widely recognized as one of the most influential leaders ever. But his leadership wasn’t about control or power—it was about humility, service, and putting others first. He washed the feet of his followers, a radical act that showed what real leadership looks like.

Simeon then makes another crucial distinction: Needs vs. Wants. A leader’s job is not to simply give people what they want but to provide what they truly need. Employees might want less accountability or easier work, but what they need is clarity, growth, and a strong sense of purpose. Parents might want to avoid difficult conversations with their children, but their kids need guidance, boundaries, and love.

This idea hits John hard. He has spent so much time focusing on outcomes, profits, and control that he has neglected the people side of leadership. He realizes that he has been operating under the assumption that leaders are there to be served, rather than to serve.

As the session ends, John is still resistant. Serving others as a leader feels unnatural. But at the same time, he can’t shake the feeling that Simeon might be right. If leadership is about building influence, then maybe the best way to influence people is to show them that you genuinely care.

Chapter Four: The Verb

John’s resistance is still there, but something is shifting. As he listens to Brother Simeon, he begins to see leadership in a new light—not as a position of power, but as an active responsibility. This chapter introduces a key concept: love is not just a feeling; it’s a verb.

At first, John is confused. Love? In leadership? That sounds soft, even inappropriate. But Simeon quickly clarifies—he’s not talking about romantic love or emotions. He’s talking about a decision to act in the best interest of others, regardless of feelings. Love, in this context, is about patience, kindness, humility, respect, selflessness, forgiveness, honesty, and commitment.

To lead effectively, a leader must choose to act in these ways, even when they don’t feel like it. True leadership, just like true love, isn’t about how you feel in the moment—it’s about the choices you make. Anyone can be patient when things are easy, but a real leader chooses patience when things are stressful. Anyone can be kind when it’s convenient, but a leader chooses kindness even when dealing with a difficult employee.

Simeon makes a powerful point: leadership is built on trust and respect, and trust is built through consistent actions over time. If leaders want their teams to be loyal, engaged, and committed, they must first demonstrate those same qualities. People don’t follow words—they follow actions.

John begins to reflect on his own leadership style. Has he been patient with his employees? Has he truly listened to them, or has he been too focused on giving orders? Has he respected them as individuals, or has he treated them as resources to get the job done? These questions make him uncomfortable, but he’s starting to understand that leadership isn’t just about what you say—it’s about what you do.

As the discussion ends, John is left with a challenge: if love is a verb, then leadership is a choice. It’s not about waiting to feel like a leader—it’s about deciding to lead, one action at a time.

Chapter Five: The Environment

John is beginning to see leadership in a new way, but now comes the challenge of putting it into practice. Brother Simeon shifts the discussion to an important aspect of leadership: the environment a leader creates.

A leader’s job isn’t just to give orders or set goals—it’s to create an atmosphere where people can thrive. If people feel valued, respected, and empowered, they will naturally perform better. But if they feel controlled, ignored, or unappreciated, their motivation will drop.

Simeon compares this to gardening. A gardener doesn’t force plants to grow—they create the right conditions for growth. They water the soil, provide sunlight, remove weeds, and protect the plants from harm. Leaders must do the same for their teams. They must provide clarity, encouragement, accountability, and support so people can reach their full potential.

John starts thinking about his own workplace. Is he creating an environment where his employees feel safe to speak up, take initiative, and grow? Or is he unknowingly making them feel afraid, micromanaged, or undervalued? He realizes that a toxic environment kills productivity, no matter how talented the team is.

Simeon also emphasizes the power of listening. Many leaders talk more than they listen, but great leaders do the opposite. When people feel heard, they feel valued. When they feel valued, they become engaged. And when they’re engaged, they give their best effort.

As John reflects, he realizes that much of his leadership has been about control instead of empowerment. He has focused more on results than on the people delivering those results. But now, he understands that his real job as a leader is to create the right environment—one where his team feels supported, motivated, and able to grow.

It’s a big shift in mindset. Leadership isn’t about commanding—it’s about cultivating. And John is starting to see that his role is much bigger than he ever thought.

Chapter Six: The Choice

John has come a long way since arriving at the monastery. He’s starting to see that leadership isn’t about power or control—it’s about serving others, influencing through actions, and creating an environment where people can grow. But now comes the hardest part: making the choice to actually lead this way.

Brother Simeon makes it clear—leadership is not about knowledge; it’s about action. Many people understand good leadership principles, but few actually put them into practice. Why? Because it’s hard. It’s easier to control people than to inspire them. It’s easier to demand results than to nurture growth. It’s easier to focus on short-term success than long-term development.

John starts thinking about his own leadership failures. He hasn’t been patient. He hasn’t always treated his employees with respect. He has demanded obedience rather than earning trust. But instead of making excuses, he begins to accept that leadership is a daily choice—one that requires intentional effort, discipline, and humility.

Simeon reinforces that real leadership requires sacrifice. It means putting others before yourself, even when it’s inconvenient. It means staying calm when things go wrong, lifting others up instead of blaming them, and making time for people even when you’re busy. Great leaders don’t just work for their own success—they work to help others succeed.

John realizes something important: leadership isn’t about feeling ready—it’s about deciding to do the right thing, moment by moment. No one is born a perfect leader. It’s a skill, a habit, a lifelong practice.

As the chapter ends, John knows he has a choice to make. He can go back to his old ways—controlling, demanding, and struggling—or he can step up, take responsibility, and start leading with love, service, and real authority.

It’s not going to be easy. But for the first time, he feels ready to try.

Chapter Seven: The Payoff

John has spent the past week at the monastery questioning everything he thought he knew about leadership. Now, as the retreat comes to an end, one big question remains: Does all of this actually work?

Brother Simeon assures him that servant leadership isn’t just a nice idea—it gets real results. Companies that practice these principles consistently have higher employee engagement, stronger teams, and better performance. But beyond business, this approach also transforms relationships—with family, friends, and even within communities.

John reflects on the biggest lesson of all: leadership is about love in action. It’s about choosing patience when frustration rises, showing kindness when people fail, and earning respect rather than demanding obedience. It’s about making intentional choices every day to put people first.

But Simeon warns that this isn’t a quick fix. True leadership takes time, consistency, and persistence. Leaders who commit to serving others will eventually see the rewards—loyalty, trust, and high performance—but only if they stick with it. There’s no shortcut.

John knows that when he returns home, it will be tempting to fall back into old habits. But something is different now. He understands that real leadership isn’t about power—it’s about influence. And influence is built one decision at a time.

As the retreat ends, John leaves with a new sense of purpose. He’s still not perfect, and he knows he’ll make mistakes, but he now sees leadership as something bigger than himself. It’s not just about what he gets out of it—it’s about what he gives.

And that’s the real payoff: becoming a leader people actually want to follow.

The Epilogue

As the retreat at the monastery comes to an end, the six participants gather for a final lunch together. There is a deep sense of connection, gratitude, and transformation among them. Even those who were the most skeptical at the beginning, like the tough-minded sergeant Greg, have changed. In fact, it’s Greg who suggests a reunion in six months—a clear sign that the lessons they’ve learned have had a real impact.

John, the main character, experiences a moment of self-awareness. He realizes that the qualities that irritated him most in others, especially Greg’s blunt and aggressive nature, were actually reflections of things he disliked about himself. This insight leads him to one of his biggest resolutions: to be more authentic and less concerned with appearances.

Before leaving, John looks for Brother Simeon one last time. He eventually finds him near Lake Michigan and thanks him for everything he has learned. But there’s a lingering doubt in his mind. How can he make sure he actually applies these lessons in real life?

Simeon gives him a simple but powerful answer: “You begin with a choice.”

This final message sums up the entire book—leadership, like life, is a series of choices. Choosing to serve, to listen, to lead with love, to put others before oneself—these aren’t just ideas, they are actions that require daily commitment.

As John prepares to leave, he reflects on everything that has changed in just one week. He knows the real journey is just beginning. Leadership isn’t about perfection—it’s about continuous growth. And the first step, as Simeon reminds him, is simply choosing to begin.

Overall, The Servant is a must-read for anyone seeking to become a more effective leader and to foster a more collaborative, productive, and fulfilling work environment. Its timeless wisdom and practical advice make it an invaluable resource for leaders at all stages of their journey.

4 Key Ideas From The Servant

6 Main Lessons From The Servant

My Book Highlights & Quotes

Listening is one of the most important skills a leader can choose to develop.

Conclusion

In The Servant, James Hunter shares a different way to think about leadership. It’s not about being the boss—it’s about serving others with honesty, kindness, and respect.

What I like about this book is how it shows that leadership isn’t about power. It’s about helping others grow and succeed. I think this is the kind of leadership that truly makes a difference. The best leaders I know are the ones who listen, care about their team, and make them feel important.

Hunter talks about leadership as a responsibility, not just a role. He says that when we lead by serving others, we can make a real impact—not just in work but in life. To me, that’s what leadership should be about—helping people be their best and making the world better, one small step at a time.

This book made me think about how I lead and how I can do it in a way that’s more humble and meaningful. It’s a reminder that true leadership is about others, not just about us.

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