Leading from Behind: My Journey as a UX Research Manager and Servant Leader

By Philip Burgess | UX Research Leader

Servant Leadership often brings to mind images of someone standing at the front, directing the team with authority. Yet, my experience as a UX Research Manager has taught me that leading from behind can be far more powerful. Embracing the role of a servant leader has reshaped how I guide my team, foster collaboration, and deliver meaningful user insights. This post shares my journey, practical lessons, and the impact of servant leadership in UX research management.

A UX research notebook and pen on a desk, ready for note-taking

Understanding Servant Leadership in UX Research

Servant leadership means putting the needs of the team and users first. Instead of commanding, I focus on supporting my researchers, removing obstacles, and encouraging growth. This approach fits naturally with UX research, where empathy and understanding are core values.

In practice, this means:

• Listening actively to team members’ ideas and concerns

• Providing resources and training to help the team improve skills

• Encouraging autonomy while being available for guidance

• Prioritizing user needs in every project decision

  
  

This mindset shifts the manager’s role from director to facilitator, creating an environment where creativity and collaboration thrive.

Building Trust and Empowering the Team

Early in my management role, I realized that trust is the foundation of effective leadership. Without trust, team members hesitate to share honest feedback or take risks. To build trust, I:

• Hold regular one-on-one meetings to understand individual goals and challenges

• Celebrate successes openly and learn from failures without blame

• Encourage open communication and transparency in project updates

  
  

For example, when a junior researcher struggled with a complex usability test, I paired them with a more experienced colleague and provided additional training. This support boosted their confidence and improved the quality of our research findings.

Empowering the team also means giving them ownership of projects. I assign responsibilities based on strengths and interests, allowing researchers to lead studies and present results. This approach not only develops skills but also increases motivation and accountability.

Balancing User Needs with Business Goals

A key challenge in UX research management is balancing user insights with business objectives. As a servant leader, I advocate for users while understanding the company’s priorities. This balance requires clear communication and collaboration with stakeholders.

I encourage my team to:

• Frame research questions that align with business goals

• Present findings in a way that highlights user impact and business value

• Suggest actionable recommendations that consider technical and budget constraints

  
  

For instance, during a redesign project, our research revealed users struggled with navigation. We proposed a simpler menu structure that improved usability and aligned with the product roadmap. Presenting this solution helped stakeholders see the value of user-centered design.

Fostering a Culture of Continuous Learning

The field of UX research evolves rapidly, so continuous learning is essential. I promote a culture where team members feel safe to experiment, share knowledge, and grow professionally.

Some strategies I use include:

• Organizing monthly knowledge-sharing sessions where researchers present new methods or case studies

• Encouraging attendance at workshops, conferences, and online courses

• Providing constructive feedback focused on growth, not criticism

  
  

This culture helps the team stay current with best practices and adapt to new challenges. It also reinforces the servant leadership principle of supporting others’ development.

A UX research team collaborating around a table with laptops and notes

Leading by Example and Staying Humble

Servant leadership requires humility. I lead by example, showing openness to feedback and admitting when I don’t have all the answers. This attitude encourages the team to do the same and creates a safe space for innovation.

For example, I openly share my own challenges in managing projects and invite suggestions on improving processes. This transparency builds respect and strengthens team cohesion.