What Is Servant Leadership?

Servant Leadership is a leadership style that prioritizes the growth, well-being, and empowerment of others. While traditional leadership often emphasizes organizational success first, servant leadership flips the perspective: it exists to serve people, ensuring the organization succeeds through their success.

First introduced by Robert K. Greenleaf in the 1970s, servant leadership has since been widely adopted across industries for its ability to foster healthier, more engaged workplaces. For administrative staff in the AEC industry, this approach resonates deeply. Operations personnel, whether in accounting, project management, marketing, or administration, often lead by building trust, fostering collaboration, and ensuring that projects and people succeed together, hallmarks of servant leadership.

We can express it simply as Compassion, Character, and Competence—or expand it into ten guiding principles.

Ten Principles of Servant Leadership

• Listening – Ask questions and truly listen. Conversations reveal needs, build trust, and spark solutions.
• Empathy – Understand the perspectives and emotions of your colleagues to create a supportive environment.
• Healing – Address conflict with patience and compassion. True servant leaders model resilience by practicing self-care as well.
• Awareness – Know your own strengths, blind spots, and biases. Self-reflection helps align actions with your team’s best interests.
• Persuasion – Influence through reasoning and trust, not authority. Inspire buy-in for shared goals.
• Conceptualization – See the bigger picture. Look beyond day-to-day operations to envision what’s possible and set ambitious goals.
• Foresight – Use intuition and experience to anticipate challenges and prepare your team to navigate them.
• Stewardship – Act as a caretaker of your organization and people. Stewardship builds trust and empowers others to succeed.
• Commitment to Growth – Invest in your team’s skills, knowledge, and confidence. When people grow, so does the firm.
• Building Community – Strong teams are built on trust and connection. Nurturing relationships creates a culture of collaboration and belonging.

Why It Matters for Operations Personnel in A|E|C

In the Architecture, Engineering, and Construction industry, operational staff are often the connective tissue that holds projects together. By practicing servant leadership, operations personnel don’t just manage tasks; they:

• Elevate others by anticipating needs and removing obstacles.
• Foster collaboration across disciplines, strengthening project outcomes.
• Model resilience and adaptability, inspiring others to do the same.
• Build inclusive communities where diverse voices and ideas can flourish.

Research shows servant leadership is especially effective when practiced with empathy and mentoring. Studies even suggest women often excel in these areas, an insight that resonates strongly with the operations personnel who form the backbone of A|E|C firms. Servant leadership is not just a philosophy but a lived reality for many SDA members.

Pitfalls of Overextending as a Servant Leader

Like all leadership approaches, servant leadership requires balance. Without it, even the best intentions can create challenges. Common pitfalls include:

• Neglecting Self-Care – Always putting others first can lead to burnout. Leaders must serve from a place of strength, not exhaustion.
• Over-Accommodating Others – Compassion without accountability can enable unhealthy dynamics or allow underperformance to persist.
• Creating Dependence – Solving every problem for others may prevent colleagues from developing independence and confidence.
• Losing Sight of the Big Picture – Focusing too much on individual needs can sometimes overshadow organizational goals.

How to Stay Balanced

• Protect time for your own renewal and growth.
• Pair empathy with clear expectations.
• Coach others to find solutions rather than rescuing them.
• Keep support aligned with both team and organizational priorities.

For operations personnel in the A|E|C, often seen as the “fixers” in their firms, acknowledging these boundaries ensures that servant leadership is both sustainable and effective.

Real-World Inspiration: Shared Leadership at Onyx Creative

At Onyx Creative, Carole Sanderson, CDFA, exemplifies servant leadership at a 50-year-old architecture and engineering firm based in Cleveland, OH. Rising through finance and operations ranks, she became CFO, sharing leadership with the President and guiding the firm through several acquisitions to expand its size, footprint, and services. Their profit-sharing approach, rooted in employee engagement and trust, demonstrates how servant leadership can break traditional methodologies, marry the front and back offices, and inspire new ways of leading in architecture.

Take Action: Who Will You Serve Next?

Servant leadership isn’t just a theory; it’s a practice. Here’s a simple exercise to put it into action:

• I will mentor: ________________________ (Name of colleague or team member)
• Why I chose this person: ____________________(Their potential, interest, or unique need)
• What I have to offer: ___________________ (Skills, experiences, or insights you can share)
• Three ways I can add value: ____________________________________________ (Examples: training on tools, career guidance, confidence building)
• We will meet: (Once each / every other week for ___ months)

This intentional commitment transforms relationships and demonstrates the heart of servant leadership: serving others so that together, we all succeed.

Closing Thought

Operations personnel in the A|E|C industry have long led through service by supporting leaders, guiding projects, and mentoring peers. Servant leadership simply names and elevates what many SDA members already embody: leadership rooted in empathy, trust, and growth. By practicing these principles while also caring for themselves, A|E|C operations personnel not only empower their teams but redefine what effective leadership looks like in our industry.

References

• Greenleaf Center for Servant Leadership – What Is Servant Leadership
• Harvard Business Review – How Servant Leaders Uplift Others
• University at Buffalo – Study on Women as Servant Leaders
• The Times – Shared Leadership at HOK
• SDA CDFO Resource Guide, Leadership Section
• The 21 Irrefutable Laws of Leadership, John C. Maxwell

SDA does not endorse any products or services mentioned, and SDA does not assume responsibility for any circumstances arising out of the interpretation, application, use, or misuse of any information presented. SDA recommends that the reader consult the appropriate legal, financial, or human resource counsel before implementing the information contained herein.

SDA’s transition from Certified Design Firm Administrator (CDFA) to Certificate in Design Firm Operations (CDFO) reflects the evolving leadership role of today’s design firm professionals. To recognize the strength of the original CDFA, existing holders completed only the new Leadership section of the exam. Those who passed earned the CDFO—demonstrating both deep operational knowledge and the leadership skills shaping the future of the profession.

Jayne Niemann, CDFO
Business Manager at Acquilano

What inspired you to pursue the CDFO certification after having received your CDFA?
I'm a lifelong learner and getting the credential is a way to show others that continuation. I've always been fascinated by leadership styles and wanted to read the study materials! I also wanted an excuse to celebrate and prove to the industry that I'm not done growing.

How has earning your CDFO credential impacted your confidence, skills, or credibility in your role?
Adding the leadership section has helped me learn about my leadership style and how I can improve as a leader. I mostly bring these skills to a non-profit that I volunteer for, but they are helpful when Principals are looking for guidance when it comes to employee engagement.

Were there any doubts or hurdles you had to overcome in deciding to take the Leadership Section? How did you move past them?
It's always nerve-wracking to take tests, so I made sure to study the materials multiple times over. I also did some deep breathing before the test started!

What surprised you most about the preparation or exam process?
I was most surprised that the study content taught me so much about myself and how I can improve as a leader. I've since made it a point to work on my inner circle - I have more of a get-stuff-done mentality and I need those that have big-picture ideas in my circle.

Did you engage with the Path2Success program, CDFO Study Group, mentor, or other resources? If so, how did it help?
Unfortunately, my calendar didn't line up with any of the additional resources.

What topic or section challenged you the most--and how did you tackle it?
I recall the project management section of the CDFA being the most challenging. Just as now, I studied extra!

How have your employer or colleagues responded to your certification?
My employer has been very generous - a bonus and a title promotion!

What would you say to someone in the A/E industry who is unsure if the CDFO credential is worth it?
I think you can never have too many letters! Keep learning and keep proving yourself - you're worth it.

SDA’s transition from Certified Design Firm Administrator (CDFA) to Certificate in Design Firm Operations (CDFO) reflects the evolving leadership role of today’s design firm professionals. To recognize the strength of the original CDFA, existing holders completed only the new Leadership section of the exam. Those who passed earned the CDFO—demonstrating both deep operational knowledge and the leadership skills shaping the future of the profession.

Lynda Meyer, MSA, CDFO

What inspired you to pursue the CDFO certification after having received your CDFA?

After earning my CDFA in 2009—studying alongside my chapter through what were then known as PEGs (now Focus Groups)—I gained a much deeper understanding of the A/E/C industry. As an accounting manager at the time, my role didn’t always allow me visibility into the day-to-day challenges of project management, IT, marketing or operations. The CDFA helped bridge that gap and broaden my perspective.  Now, as I continue to grow in my leadership role, pursuing the CDFO felt like a natural next step. This certification aligns with my commitment to becoming a more strategic thinker and a more effective CFO. It’s not just about deepening my technical expertise—it’s about stepping out of my comfort zone and strengthening the leadership and critical thinking skills needed to guide my firm forward.

How has earning your CDFO credential impacted your confidence, skills, or credibility in your role?

Earning my CDFO has reinforced my commitment to excellence in the A/E industry and demonstrated my dedication to continuous growth in my areas of expertise. It’s expanded my skill set and strengthened my confidence as a leader, particularly in approaching challenges with a more strategic mindset. I feel more equipped than ever to contribute at a higher level and guide my firm with clarity and purpose.

Were there any doubts or hurdles you had to overcome in deciding to take the Leadership Section? How did you move past them?

For me, there were no doubts about taking the Leadership section—I was genuinely excited for the opportunity to learn and grow. The only hurdle was making sure I dedicated the time to study and truly absorb the material. I approached it with curiosity and a desire to expand my knowledge base, knowing it would make me a stronger leader and a more well-rounded contributor to my firm.

What surprised you most about the preparation or exam process?

What surprised me most about the preparation process was how genuinely engaging and well-crafted the materials were. The audiobook quickly became one of the most impactful I’ve listened to—it held my attention and felt incredibly relatable to both my professional and personal experiences. I also really appreciated the study guide—it was clearly written, easy to follow, and perfect for highlighting, which is how I learn best. Altogether, the resources made the process enjoyable and effective.

Did you engage with the Path2Success program, CDFO Study Group, mentor, or other resources? If so, how did it help?

For this particular exam, I didn’t engage with the Path2Success program, study group, or a mentor. I chose to study independently this time, using the provided materials, which were clear, engaging, and well-structured—more than enough to support my preparation.

What topic or section challenged you the most--and how did you tackle it?

I wouldn’t say any one topic stood out as more challenging than the others—instead, the overall challenge was absorbing and fully understanding all 21 Laws of Leadership, since the content was entirely new to me. That said, I approached it with focus and consistency, taking time to reflect on each law and how it applied to both my personal and professional life, which made the material more meaningful and easier to retain.

How have your employer or colleagues responded to your certification?

My colleagues and employer were incredibly supportive and excited about my certification. They celebrated the achievement with me and even promoted it on our company’s social media, which was a great show of encouragement. It meant a lot to see my professional growth recognized and shared in such a public way.

What would you say to someone in the A/E industry who is unsure if the CDFO credential is worth it?

I would say—absolutely, it’s worth it. The CDFO credential goes beyond technical knowledge; it helps you grow into a more strategic, well-rounded leader in the A/E industry. If you’re looking to elevate your role, understand the bigger picture of firm operations, and build confidence in your decision-making, this certification is a powerful step forward. It pushes you to think differently, connect the dots across departments, and lead with intention. Investing in yourself through the CDFO is truly an investment in your firm's future too.