Leadership is perceived as an important asset for every organization. Furthermore, one of the key elements of leadership is the ability to influence others and to influence the decision-making process. One way of influencing decision-making processes uses what is called social influence. This describes the process where leaders are encouraging subordinates to change their behaviour and attitudes, with the intention of achieving certain goals. Traditionally it is perceived that this process happens from top to bottom through directives, but recently scholars have tended to identify it as multidirectional. So, just like leaders influence followers, followers can also influence leaders. One of the multidirectional leadership processes is the concept of Servant Leadership. 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. For such it will be a later choice to serve — after leadership is established. The natural servant, the person who is servant first, is more likely to persevere and refine a particular hypothesis on what serves another’s highest priority needs than is the person who is leader first and who later serves out of promptings of conscience or in conformity with normative expectations.