Transformational versus Servant leadership: a difference in leader focus

Summary:

This journal write about the similarities and differences between two form of leadership:
Transformational and servant leadership. Both of the two emphasize the importance of appreciating and
valuing people, listening, mentoring or teaching, and empowering followers. But the focus of the leader
are different. While transformational leaders concern for getting followers to engage in and support
organizational objectives, the primarily focus of the servant leaders is upon service itself.

Readability:

This journal is understandable and provide clear definition and comparison of two style of leadership.
But there are just theory and lack of contextual comparisons.

Practical application

In a organization, servant leaders and transformational leaders both have advantages that can bring real
change in organization. Servant leadership model works better in a more stable external environment
and serves evolutionary development purpose, whereas transformational leadership is the model for
organizations facing intense external pressure where revolutionary change is a necessity for survival
(Brien N. Smith & Ray V. Montagno & Tatiana N. Kuzmenko,2004).

Type and robustness of research

Most of the research was done by using internet.

Reflective comments:

Transformational leadership is a process of building commitment to organizational objectives and then

empowering followers to accomplish those objectives (Yukl, 1998). Transformational leaders
transform the personal values of followers to support the vision and goals of the organization. There are
four primary behaviors that constitute transformational leadership: idealized influence, inspirational
motivation, intellectual stimulation, and individualized consideration. (Avolio et al, 1991)

Servant leadership concept was first introduced by Robert K. Greenleaf. The servant leaders’ primary
objectives is to serve and meet the needs of others. Servant leaders provide vision, gain credibility and
trust from followers, and influence others.

Transformational leadership and servant leadership have relatively correspondent characteristics. They
are attempts to define and explain people-oriented leadership styles. Their leadership frameworks
incorporate: influence, vision, trust, respect or credibility, risk-sharing or delegation, integrity and
modeling. Both transformational leadership and servant leadership emphasize the importance of
appreciating and valuing people, listening, mentoring or teaching, and empowering followers.
However, there are primary differences between transformational leadership and servant leadership.
One is the focus of the leader. While transformational leaders focus directly toward the organization,
servant leader is one who concentrates on his or her followers. Another distinction between
transformational leaders and servant leaders is that of follower influence and motivation resulting from
the focus of the leader. Transformational leaders rely upon their charismatic abilities to garner
influence and motivate followers. In contrast, servant leaders acquire influence from service itself.
They develop relationship where followers are encouraged to follow their lead of service.

Nevertheless, both transformational leadership and servant leadership, have potentially negative
aspects. Because leader garner power, all form of leadership carry with them the possibility for
manipulation and corruption. In transformational leadership, the strength of leader’s charisma may
determine his or her overall effectiveness. Strongly charismatic leaders can develop loyal, enthusiastic
followers who may tend to overlook negative traits in their leaders. Consequently, if leaders’ motives
or ethical standards are poor, they can manipulate their loyal constituency. For example…..

Since servant leaders do not rely on charisma, the risk of manipulation come from a different source.
Servant leaders endear the followers to the leader in reciprocal relationships. But this reciprocity can
potentially be used negatively.

In contextual comparison, Brien N. Smith & Ray V. Montagno & Tatiana N. Kuzmenko suggested that
the life cycle of an organization could account for the effectiveness of varying leadership style. On the
birth and initial growth stage of organization cycle the charismatic element of transformational
leadership should be more effective. However, when an organization enters the maturity stage, concern
for employees and their personal growth, which servant leadership supports, appears to be significant
for effective leadership. Finally, on the decline stage, when the organization is required to take a fresh
start transformational leadership may again come into play.

References:

1. A. Gregory Stone, Robert F. Russell, Kathleen Patterson, Transformational versus servant

leadership: a difference in leader focus, 2003, www.emeraldinsight.com/researchregister

2. Brien N. Smith & Ray V. Montagno & Tatiana N. Kuzmenko, Transformational and servant
leadership: content and contextual comparisons, Journal of Leadership & Organization Studies,
2004. www.entrepreneur.com

3. Seydric Williams, Forest Jones, Transformational Leadership and Servant Leadership: Is

There a Difference, 2009, http://cnx.org/content/m27080/latest/