Social Entrepreneurs as Servant Leaders

Abstract

This chapter critically examines the servant leadership style of social entrepreneurs. Qualitative data from social enterprises in Palestine and Lukes third dimension power framework are used to explore the intricate forces of power, manipulation, and domination hidden within the service and follower-oriented model of servant leadership. Insights are provided on how the concept of ‘service', the focal aspect in both social enterprises and servant leadership, could be another facet of soft and insidious power exercised by the social entrepreneurs over their followers. A political model of servant leadership is developed that demonstrates how social entrepreneurs could be imposing power and control over their followers under the guise of social mission, creation of social value, serving and empowering their followers and the community.