The Case for Servant Leadership: How Johnson & Johnson and My Military Experience Prove That a People-First Approach Leads to Success

The Leadership Lesson That Transformed My Life

I entered the United States Army shortly after 9/11—young, uncertain, and unaware of the life-altering journey that lay ahead. My decision to enlist had already been made before the attacks, but my sense of purpose deepened after that day.

I was a single mother then, working several jobs while trying to complete my education and raise my daughter. I sought stability, purpose, and a future—not just for myself but for her. On Thanksgiving Day 2001, I said goodbye to my life as I knew it until my retirement in 2022.

SGT Maria Rosario

Discovering Servant Leadership in the Military

During my time in service, I encountered every form of leadership—some effective, some destructive, and some forgettable. But the one leadership style that resonated deeply was servant leadership.

Ironically, servant leadership is often criticized as one of the weakest leadership styles. Many argue that it demands too much, requires too much sacrifice, and is too emotionally draining to sustain (Eva et al., 2019). Some believe that truly honest leaders will avoid it, simply because they understand the sheer level of responsibility it entails.

And I felt that responsibility firsthand.

When I was selected to go to a promotion board, most of my peers focused on preparing for the board itself—studying regulations, practicing their responses, and visualizing their next rank and pay increase. But for me, the pressure wasn’t about passing the board—it was about being ready for the responsibility that came with it.

The idea of leading Soldiers wasn’t just about rank or authority—it meant taking care of real people. And that frightened me. I didn’t want to fail them. In a deployed environment that meant being responsible for whether they live or die. I didn’t want to be just another leader who saw them as a number or even worse a "bullet stopper".

For a time, I even hesitated to fully commit to the promotion process because I wasn’t sure I could carry that burden the right way. But eventually, I realized something important:

Even though I was already practicing servant leadership at my level, I could also serve even more by leading at strategic levels.

Leadership isn’t about comfort—it’s about stepping up, even when it’s hard.

It was the most rewarding leadership approach I have ever taken. Why? Because it is not about power—it is about people.

Servant leadership prioritizes others over self, fosters trust and respect, and creates intense, cohesive teams. I discovered that when I served first and led second, I wasn’t just fulfilling my duties—I was making a difference.

More importantly, the more I gave, the more my Soldiers gave back:

✔ They were more loyal—because they knew I had their backs.

✔ They were more innovative—because they felt valued and empowered.

✔ They were more resourceful—because they weren’t just following orders but taking ownership of the mission.

This is precisely the type of Soldier you want in a military unit, especially in a deployed environment. Strong trust creates strong teams.

Now that I am retired, I cannot imagine working in an organization that does not value servant leadership. Leadership that prioritizes power, control, and profits over people will struggle to survive in the evolving business world.

That is why I admire Johnson & Johnson (J&J)—a company that understands that long-term success is built on serving people first.

 “Great companies don’t just build products; they build people. Johnson & Johnson’s commitment to servant leadership proves that when you take care of employees, they take care of customers, and the business thrives.”

— [Maria Rosario Brown]

What is Servant Leadership?

In the corporate world, leadership is often associated with power, authority, and top-down decision-making. However, authentic leadership is not about power—it is about service (Greenleaf, 1977). Servant leadership flips the traditional model upside down. Instead of leaders sitting at the top, they position themselves at the bottom—serving employees, customers, and communities (Eva et al., 2019). Leadership expert Simon Sinek (2014) describes this as "Leaders Eat Last"—true leadership is not about rank or authority but about creating an environment where people feel safe, valued, and empowered to contribute.

Few companies embody this philosophy better than Johnson & Johnson, a global healthcare leader that has built its success by putting people first.

How Johnson & Johnson Practices Servant Leadership

A Servant Leadership Philosophy

Unlike many companies focusing exclusively on profits and shareholder value, J&J follows a leadership philosophy guided by its "Credo"—a mission statement that places people over profits (Johnson & Johnson, 2023).

J&J’s Credo states:

First responsibility → To patients, doctors, and nurses who use their products.

Second responsibility → To employees, ensuring fairness, dignity, and professional growth.

Third responsibility → To communities, focusing on social impact and environmental responsibility.

This people-first mindset is the foundation of servant leadership—leaders serve employees, employees serve customers, and organizations thrive. Sinek (2014) argues that organizations with leaders who prioritize their people create cultures of trust and innovation, leading to long-term success. Johnson & Johnson exemplifies this philosophy by putting employees, patients, and communities ahead of profits, aligning perfectly with the principles of servant leadership.

Empowering Employees Through Growth & Well-Being

A true servant leader does not merely manage people—they invest in their development, well-being, and success.

J&J leads the way by:

✔ Fostering Diversity & Inclusion – Through programs like the J&J Women’s Leadership & Inclusion Program, the company ensures employees from diverse backgrounds have a voice and opportunities to lead (Johnson & Johnson, 2023).

✔ Prioritizing Employee Well-Being – The Live for Life program promotes mental health, work-life balance, and physical wellness.

✔ Encouraging Leadership at Every Level – J&J invests in mentorship, leadership training, and career development programs to empower employees.

By lifting employees up, J&J fosters a culture of trust, empowerment, and innovation—just like a well-functioning military unit built on servant leadership.

Giving Back to Communities

A true servant leader does not just serve their organization—they are responsible for making the world a better place.

J&J’s commitment to social impact and philanthropy proves that servant leadership extends beyond the workplace (Johnson & Johnson, 2023).

The Race to Health Equity – J&J has invested $100 million into tackling racial and ethnic health disparities (Johnson & Johnson, 2023).

Expanding Access to Medicine – They provide lifesaving treatments at low or no cost in underserved communities.

Investing in Future Leaders – Through scholarships and STEM education programs, J&J nurtures the next generation of innovators and leaders.

By leading with service, J&J ensures that their impact isn’t just measured in profits but in lives changed.

Why More Companies Should Follow J&J’s Example

In today’s world, where employees seek purpose-driven work and consumers expect corporate social responsibility, servant leadership is no longer optional—it is essential (Van Dierendonck, 2011).

✔ Stronger Company Culture → Employees who feel valued are more engaged and productive.

✔ Higher Customer Loyalty → People trust brands that prioritize ethics and service.

✔ Long-Term Success → Companies that invest in people build sustainable, impactful businesses.

Johnson & Johnson proves that servant leadership is not just ethical—it is smart business.

Final Thoughts: Leadership is Service

If there’s one leadership lesson I have learned from my 20+ years in the Army, it is this:

📌 Great leaders don’t command—they serve. Sinek (2009) emphasizes that the best leaders inspire their teams by giving them a strong "Why"—a deeper purpose that drives motivation and trust. Servant leadership ensures that teams feel valued in the military and the corporate world, leading to stronger performance and long-term impact.

📌 The best teams aren’t driven by fear but by trust.

📌 True leadership isn’t about power—it’s about impact.

Servant leadership creates better workplaces, stronger teams, and a better world. If more companies followed J&J’s example, they wouldn’t just be more profitable—they would be better for their employees, customers, and society.

Now don’t get me wrong, serving isn’t easy. It takes sacrifice, accountability, and an unwavering commitment to putting people first—even when it’s inconvenient.

Many leaders avoid servant leadership not because it doesn’t work but because it demands more than they are willing to give. It’s not the easiest path—but it is the most fulfilling.

When I hesitated about getting promoted in the Army, it wasn’t because I doubted my knowledge or skills. It was because I understood that leadership isn’t just about rank—it’s about responsibility. But eventually, I realized that servant leadership doesn’t stop at one level—it grows with us.

As leaders rise, their ability to serve expands. This is the true heart of servant leadership: not staying where we are comfortable but stepping up to serve in greater ways.

That is the leadership the world needs right NOW!

What do you think? Have you ever worked under a leader who truly put people first? Do you believe servant leadership is the future?

Sources & References

Eva, N., Robin, M., Sendjaya, S., Van Dierendonck, D., & Liden, R. C. (2019). Servant leadership: A systematic review and call for future research. The Leadership Quarterly, 30(1), 111-132. https://doi.org/10.1016/j.leaqua.2018.07.004

Greenleaf, R. K. (1977). Servant leadership: A journey into the nature of legitimate power and greatness. Paulist Press.

Johnson & Johnson. (2023). Our Credo. https://www.jnj.com/credo

Sinek, S. (2009). Start with why: How great leaders inspire everyone to take action. Portfolio/Penguin.

Sinek, S. (2014). Leaders eat last: Why some teams pull together and others don't. Portfolio/Penguin.

Van Dierendonck, D. (2011). Servant leadership: A review and synthesis. Journal of Management, 37(4), 1228-1261. https://doi.org/10.1177/0149206310380462