What about Servant & Heartfelt Leadership ?

Servant leadership is an ancient philosophy. 

There are passages that relate to servant leadership in the Tao Te Ching, attributed to Lao-Tzu, who is believed to have lived in China sometime between 570 BCE and 490 BCE:

The highest type of ruler is one of whose existence the people are barely aware.
Next comes one whom they love and praise.
Next comes one whom they fear.
Next comes one whom they despise and defy.

When you are lacking in faith,
Others will be unfaithful to you.

The Sage is self-effacing and scanty of words.
When his task is accomplished and things have been completed, All the people say, ‘We ourselves have achieved it!’

Chanakya wrote, in the 4th century BCE, in his book Arthashastra:

the king [leader] shall consider as good, not what pleases himself but what pleases his subjects [followers]
the king [leader] is a paid servant and enjoys the resources of the state together with the people.

Servant leadership can be found in many religious texts, though the philosophy itself transcends any particular religious tradition. In the Christian tradition, this passage from the Gospel of Mark is often quoted in discussions of servant leadership:

42 Jesus called them together and said, “You know that those who are regarded as rulers of the Gentiles lord it over them, and their high officials exercise authority over them.
43 Not so with you. Instead, whoever wants to become great among you must be your servant,
44 and whoever wants to be first must be servant of all.
45 For even the Son of Man did not come to be served, but to serve, and to give his life as a ransom for many.” (Mark 10:42-45.)

Robert K. Greenleaf and the modern movement

While servant leadership is a timeless concept, the phrase “servant leadership” was coined by Robert K. Greenleaf in "The Servant as Leader", an essay that he first published in 1970. In that essay, Greenleaf said:

“The servant-leader is servant first… It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead. That person is sharply different from one who is leader first, perhaps because of the need to assuage an unusual power drive or to acquire material possessions…The leader-first and the servant-first are two extreme types. Between them there are shadings and blends that are part of the infinite variety of human nature.”

“The difference manifests itself in the care taken by the servant-first to make sure that other people’s highest priority needs are being served. The best test, and difficult to administer, is: Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And, what is the effect on the least privileged in society? Will they benefit or at least not be further deprived?“

Robert Greenleaf recognized that organizations as well as individuals could be servant-leaders. 

Indeed, he had great faith that servant-leader organizations could change the world. In his second major essay, "The Institution as Servant" (1972), Greenleaf articulated what is often called the “credo.” There he said:

“This is my thesis: caring for persons, the more able and the less able serving each other, is the rock upon which a good society is built. Whereas, until recently, caring was largely person to person, now most of it is mediated through institutions – often large, complex, powerful, impersonal; not always competent; sometimes corrupt. If a better society is to be built, one that is more just and more loving, one that provides greater creative opportunity for its people, then the most open course is to raise both the capacity to serve and the very performance as servant of existing major institutions by new regenerative forces operating within them.”