On the Scanlon Plan and Servant-Leadership

Abstract

For 75 years, Joe Scanlon, the Scanlon Plan, and Scanlon-led companies had a robust run in the world of business, aided by the Scanlon Leadership Network. Over time, the number of Scanlon companies declined, and in 2013 the Scanlon Leadership Network, Foundation, and Consultancy ceased to exist. And for the past 53 years, servant-leadership has been growing in practice and influence around the world. This article in The International Journal of Servant-Leadership is adapted from a book that we created and published in 2008 titled, Scanlon EPIC Leadership, published by the Scanlon Foundation. Sections of the paper include an overview of Scanlon thought, as well as servant-leadership; reflections on the significance of Scanlon by twenty leadership and business authors; commentary on Joe Scanlon by Warren Bennis; an analysis of the history of Scanlon practices by organizations, written by Paul W. Davis and Larry C. Spears; an Afterword by Max DePree; and, closing thoughts on the end of Scanlon companies after 75 years of practice.
 Joe Scanlon, the originator of what came to be called the Scanlon Plan, and Robert K. Greenleaf who coined the term “servant-leader” have each had a profound influence on leadership and management practices. What was once radical ideas have entered the mainstream. The following essay will delve into the ongoing impact of Scanlon thought through employee involvement, teams, labor-management cooperation, gainsharing, goal-sharing, profit-sharing, suggestion systems, open-book management, lean techniques, and Theory Y management; and also, how servant-leadership continues to shape our understanding of what it means to serve first, and then to lead.