Oskar SCHINDLER a Sheep in Wolfs Clothing

OsKAR SCHINDLER A Sheep in Wolfs Clothing -KEITH W. CARPENTER There is a poignant old question that juxtaposes artistic expression with daily reality: "Does art imitate life, or does life imitate art?" If art imitates life, then forms of art, and film in particular, are an insightful means for analyzing day-to-day social realities, an instrument for better understanding the world in which we live. But if life imitates art, as both Oscar Wilde and George Bernard Shaw asserted (Adams 1971, 76, 77), then various art forms become a source of modeling and inspiring societal and individual behavior. In the latter case, societies will take an interest in what their art communi cates, because their art will influence people's behavior. No doubt they will also discover the propaganda value of art. May I suggest that both sides of the argument are true at one and the same time? Art does imitate life and life imitates art. There is a continuing dance between the two. The film Schindler's List, based on Australian Thomas Keneally's 1982 historical novel , Schindler's Ark (Dirks 2012, 1) exposed the hor rors of Nazism, particularly in its systematic attempt to eliminate what it considered to be inferior human races-Jews, Gypsies, People of Color. At the same time, Schindler's List, which the American Film Institute selected in 2007 as the eighth best movie ever made (ibid.), reminded us that one leader can have a huge influence on unfolding historical events, whether that leader is Adolf Hitler or Oskar Schindler. The late-twentieth-century emphasis on organizations as systems may have lured us into believing that once the culture of an organization is established, it locks individuals into roles that define functions and determine outcomes. If leaders are to survive, they have to conform to what the system tells them to be. "When placed in the same system, people, however different, tend to produce the same results" (Senge 2006, 42). Indeed, Nazism as a system seemed to operate exactly that way. Its military officers were, with rare exception, uniformly 475 The International Journal ofServant-Leadership, 2012/2013, vol. 819, issue 1, 475-490 capricious in their cruelty toward Jews. But in another way, Schindler's List shattered that image of systems. It asserted the potential of a determined leader to radically alter outcomes, even when up against overwhelming odds and seemingly invincible power structures. Oskar Schindler, himself a member of the Nazi Party, almost singlehandedly managed to rescue 1,100 vulnerable Polish Jews from certain death as objects of Hitler's wrath in the Nazi party's "Final Solution." In the face of the Nazi terror machine, and under its leaders' noses, Schindler surreptitiously ran businesses devoted to saving the very Jewish lives his Nazi friends were trying to eliminate. In his risky endeavor, Oskar Schindler beat the system at its own game. As Ebert adroitly observed, "The message of the film is that one man did something, while in the face of the Holocaust others were paralyzed," (Ebert 1993, 3). In its own way, as I hope to show, Schindler's behavior was as outrageously compassionate as the Nazi machine's was cruel. I assert that in pursuing his humanitarian goal of saving Jewish lives, Schindler demonstrated several of the leadership practices American busi nessman Robert K. Greenleaf advocated and elucidated three decades after World War II under the moniker "servant-leadership." Greenleaf, in his clas sic book, Servant Leadership (1977/2002), now regarded as the foundational document for the ideals of leadership rooted in a service orientation (Covey 2002, 1), identified seventeen discrete characteristics of servant-leaders and listed them as subheadings in the book's first chapter (Greenleaf 1977, 27-53). In identifiable ways, Oskar Schindler represented most of them. In this article I will demonstrate Schindler's practice of five of Greenleaf's servant-leader characteristics, as depicted in Steven Spielberg's brilliant directing of Schindler's List. The five are: servant first, not leader first; acceptance and empathy; awareness; healing; and building community and showing love. I also intend to bring attention to Spielberg's presentation of the many-faceted nature of Schindler's character. Schindler was not a simple man, or easy to understand. He was complex, to say the least. According to Spielberg's depiction, Schindler was a slow and reluctant convert to servant leadership. He did not start out a servant-leader. His emotional conversion, prodded by observing numerous Nazi atrocities, ran well ahead of his words and servant behaviors. But in awkward and often clumsy ways, and through a deeply introspective journey, Schindler managed to emerge as the epitome of a servant-leader. It's wildly ironic to think that Schindler would anticipate and practice so many of Greenleaf's principles. After all, Schindler was a member of the 476 Nazi Party, whose founding ethos thoroughly rejected the humanitarian con cerns underlying servant-leadership. But Schindler, we learn in the movie, was a man of mixed motives and confusing paradoxes (Gonsalves 2007, 1). The magnitude of what he accomplished, and the fact that there are more living descendants of his "Schindlerjuden" in the world today than the total population of Jews residing in Poland (six thousand versus four thousand), demands that his leadership practices be recognized, and his story be told. The world is in need of more servant-leaders. If Wilde, Shaw, and others are correct that life really does imitate art, then the potential exists for new servant-leaders to arise, inspired by Schindler's example. Oskar Schindler refused to acquiesce in the face of the Holocaust. He did not publicly protest or start a movement. He did not overtly challenge the ideology of the Nazi Party. In fact, he wore their pin and they considered him one of them. But Schindler did subvert the Nazi cause by using his personal resources to "rob" the Holocaust of 1,100 victims, whom he affec tionately referred to as "my" Jews (Ebert 1993, 3). Unfortunately, government-sponsored genocide did not end with the collapse of Nazi Germany. It remains a grotesque form of social injustice that has recurred with chilling frequency in every generation, going back to the earliest days of recorded history (Gray and Marek n.d., 1). Sometimes genocide takes on more antiseptic names, such as "ethnic cleansing." But its forms are all too familiar-mass murder aimed at eliminating a group of people, or inflicting severe bodily harm based on others' nationality, race, ethnicity, or religion (ibid., 3). In the twentieth and twenty-first centuries alone there have been more than ninety-one million deaths from genocide. The list of geographical locations includes Armenia, China, the USSR, Germany and German-occupied Europe, Cambodia, Rwanda, and the more recent genocides in Somalia and Darfur. If we reach back to the nineteenth century, the United States is included, in its policies toward American Indians. Schindler's List reminded us of our common humanitarian duty to oppose genocide whenever and wherever it rears its ugly head. It showed us that genocide can only succeed if wise, resourceful, and conscience driven people stand on the sidelines and watch, as was the case with the rise of Hitler's Third Reich in Germany. The regret-drenched words of Martin Niemoeller, speaking about what happened in Germany, haunt us in reflect ing on that era. Niemoeller, a German pastor who preached against Nazism from his pulpit, ended up imprisoned at Dachau from 1941-45. 477 -------------- 4.,,..-~! ______________ ,,.J... ,, First they came for the communists, and I did not speak out-because I was not a communist; then they came for the trade unionists, and I did not speak out-because I was not a trade unionist; Then they came for the Jews, and I did not speak out-because I was not a Jew; Then they came for me-and there was no one left to speak out for me. (Holocaust Encyclopedia 2012, 1) SERVANT FIRST, NOT LEADER FIRST The first of Greenleaf's characteristics of servant-leadership that we see manifested in Oskar Schindler is what Greenleaf called "servant first, not leader first." The difference manifests itself in the care taken by the servant-first to make sure that other people's highest priority needs are being served. The best test. .. is this: do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And, what is the effect on the least privilege din society? (Greeleaf 1977, 26) Oskar Schindler did not start out a "servant first." He was an unsuc cessful German businessman who saw a wartime opportunity to make a lot of money in occupied Poland. With Polish Jews no longer allowed to own businesses, Schindler wined, dined, and bribed his way into gain ing permission from the German occupation forces to take control of an enamelware plant and make kitchenware and field kits for the German army. The most profitable way to staff his plant was by exploiting the slave labor of Krakow's Jews. Schindler, aware of his shortcomings as a manager, started by recruiting Itzhak Stern, a Jewish accountant famil iar with the business. Not only did Oskar hold Stern's business acumen in high regard, but a genuine friendship developed between the two. Schindler attended to what he called the "presentation" of the business, the "panache," which was aimed mostly at impressing the Nazi officers who ran Krakow. Schindler's genius was seen "in bribing, scheming, con ning" (Ebert 1993, 2). However, conversion to a "servant-first" mentality took place in Schindler.

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