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Both of these positive leadership styles share a number of similarities. Transformational and servant leaders are motivational and trustworthy individuals, positive role models, considerate towards other people, and good communicators and listeners. On the other hand, transformational leaders are more organizational based; that is, they stress the goals and objectives of the organization. Servant leaders instead place more of their focus on the people in the organization or their followers. The distinction is not a clear cut one, but consists of gray areas.
As the world of business becomes increasingly complex, with faster changes and greater competition, organizations will need powerful leaders as these. Both transformational and servant leaders can quickly react to change, encourage others to embrace it, and also bring about change on their own. Some times it will be easier to adjust to change through organizational adaptations and other times through a more person-focused effort. In a large number of situations, it will take both of these leaders working together.
It has only been in the past few years that researchers have begun to look at servant leadership as its own entity as well as how it relates to other forms of leadership such as the transformation model. Recent studies, such as one conducted by Smith, Montagno and Kuzmenko (2004), for example, find that transformational leadership "is more suitable for a dynamic external environment, where employees are empowered with greater responsibility and encouraged to innovate, take initiative and risk" (p. 91). The authors argue...
However, organizations that are more static and growing from within may be more open or favorable toward servant leaders who work more closely with human change rather than organizational.
It appears that these two leadership styles are complementary and highly related, although best used in different situations. In some cases, it will be best to further the organization. At other times it will be better to help the individuals first, and these people will then lead the organization toward success. Additional studies need to be conducted in order to determine when each of these, or both together, will provide greater success for the company.
References
Peterson, R., Martorana, P, Smith, D. And Owens, P.(1998). The Impact of Chief Executive Officer Personality on Top Management Team Dynamics: One Mechanism by Which Leadership Affects Organizational Performance. Journal of Applied Psychology 88(5), 795-808.
Smith, B., Montagno, R., and Kuzmenko, T. (2004). Transformational and servant leadership: content and contextual comparisons. Journal of Leadership and Organizational Studies 10(4), 80-92.
Yeon Lee, S., Recchia, S.L., and Sun Shin, M. (2005) Not the same kind of leaders: four young children's unique ways of influencing others. Journal of Research in Childhood Education 20(2), 132-149
Servant Leadership At the center of servant leadership is a leader's ability to transform a team, department or entire organization by concentrating on their specific needs for direction, individualized coaching, development and recognition. A highly effective servant leader will also have a correspondingly high level of Emotional Intelligence (EI) and exhibit the traits of transformational leadership (Washington, Sutton, Feild, 2006). A highly effective servant leader will often create unique development and
Servant Leadership Annotated Bibliography Within the context of organized behavior, leadership is one of the critical and core aspects. True leadership is decision making, but it is more complex. Leaders are not managers -- but they may manage. Leadership is less formal, more psychological, and effective leadership looks at more of the gray than the black and white and enables others, or other teams, to work well to achieve goals while
Leadership Models Compare servant leadership to two other leadership models. Servant, transformational, and authentic leadership have common similarities and differences. The mode of application, style they have used and implementation approach is some of the things that differentiate the three leadership models (Northouse, 2010). Organizational theorists developed the concept of servant leadership. These theorists argue that leadership must meet the primary needs of others. This leadership theory focuses on understanding the
Leadership philosophy denotes the values, beliefs, and principles that define or influence how a leader leads their followers. There are many different leadership philosophies, but one philosophy that particularly resonates with the author’s leadership philosophy is servant leadership. Servant leadership is about serving others and prioritising the needs of others. As demonstrated in this paper, servant leadership is a leadership philosophy that is applicable at the workplace as well as
I. Introduction The Mechanical Engineers Organization at University of Tulsa has a number of needs that it seeks to address in the coming years in order to grow and develop to its fullest potential. The Organization is composed of national and international students from the University and is led by professors at the University. It seeks to increase its membership and initiate several projects to help provide its members with appropriate
Outline I. Introduction with thesis statement: Servant leaders and their followers are two sides of the same coin, as both followership and servant leadership require a dedication to shared values and goals. II. Topic 1 sentence: Unlike the concept of followership, servant leadership is ultimately about making strong decisions with vision and foresight. Subtopic 1: Within the framework of servant leadership, followers offer input and feedback but are not responsible for making important