LEADERSHIP RESEARCH PAPER

Interview:

Interviewee: Colonel Michael Harris, USAF

Position: Logistics Group Commander

Organization: United States Air Force

Years of Service: 24

Introduction

As part of a graduate leadership course, I conducted an interview with Colonel Michael Harris, a United States Air Force Logistics Group Commander with over 24 years of service. Colonel Harris leads over 1,200 personnel responsible for aircraft maintenance, supply chain management, and logistics readiness operations supporting global airpower missions. His leadership philosophy strongly reflects servant leadership principles through his emphasis on developing Airmen, empowering teams, and prioritizing people before processes.

Interview Questions and Responses

Question 1

Why do you believe servant leadership is important in large organizations like the Air Force?

Answer:

Servant leadership is essential in organizations like the Air Force because our mission depends on people who are empowered and trusted. A commander cannot personally execute every task required to support global operations. Instead, the leader must build capable teams and create an environment where people feel valued and motivated. When leaders focus on serving their Airmen by removing obstacles, providing resources, and developing their skills, the organization becomes more resilient and effective.

Question 2

How do you personally define servant leadership?

Answer:

Servant leadership means placing the needs of your people and the mission above personal recognition or authority. It requires humility and a genuine desire to help others grow. As a commander, my role is not to control every decision but to create conditions where my Airmen can succeed. When they succeed, the organization succeeds.

Question 3

What leadership experiences shaped your servant leadership philosophy?

Answer:

Early in my career I had a squadron commander who knew every Airman by name and understood their personal goals. He believed leadership was about developing people for the next level. Watching how much loyalty and performance that approach created had a huge impact on me. Later in my career I saw the opposite approach, where leaders focused more on metrics than people, and morale suffered. Those experiences reinforced the importance of servant leadership.

Question 4

How do you practice servant leadership in your current command position?

Answer:

I practice it by being accessible and by actively listening to my Airmen. I regularly walk the work centers, ask questions, and encourage honest feedback. I also focus heavily on mentorship and professional development. That includes making sure people have opportunities for education, leadership roles, and career growth. My job is to prepare them for responsibilities beyond my command.

Question 5

How do servant leaders balance authority and service?

Answer:

Servant leadership does not mean avoiding authority. Leaders still make decisions and enforce standards. The difference is the motivation behind those decisions. Servant leaders exercise authority to protect the mission and support the team, not to elevate themselves. Discipline, accountability, and service can coexist when leaders are transparent and fair.

Question 6

What challenges do servant leaders face in large organizations?

Answer:

One challenge is the perception that servant leadership is weakness. In high-performance environments like the military, some people assume strong leadership means being directive and distant. In reality, servant leadership requires tremendous strength because you must invest time in developing people and listening to perspectives that may challenge your own.

Question 7

How do you develop future servant leaders within your organization?

Answer:

I intentionally mentor junior leaders and encourage them to mentor others. Leadership development programs, feedback sessions, and leadership discussions help reinforce these principles. I also emphasize that technical competence alone is not enough. Leaders must care about people and demonstrate integrity and humility.

Question 8

What role does humility play in servant leadership?

Answer:

Humility is foundational. Leaders must recognize that success comes from the collective effort of the team. When leaders admit mistakes, give credit to others, and remain open to learning, they build trust. That trust allows the organization to function effectively, especially during stressful operations.

Question 9

How do you maintain a servant leadership culture in a large command?

Answer:

Culture starts with the example set by senior leaders. I communicate expectations clearly to my squadron commanders and senior enlisted leaders. We emphasize respect, accountability, and teamwork. Recognition programs and mentorship also reinforce those values. Over time those behaviors become part of the organizations identity.

Question 10

What advice would you give to emerging leaders who want to practice servant leadership?

Answer:

Focus on developing people rather than managing tasks. Take time to understand the strengths, motivations, and challenges of your team members. Be approachable, listen more than you speak, and always act with integrity. If leaders consistently prioritize the growth and well-being of their people, the mission will take care of itself.