Transformational Vs Servant Leadership Case Study

Overall, support and conscientious behaviors associated with organizations establishing a culture of servant leadership seem to prove their strategy through the test of time of market recessions and gains. Likewise, servant leadership appears in areas that include pay administration, employee empowerment, training, and employee development in additional companies, such as Starbucks, Southwest Airlines and TDIndustries (Jones, 2012). The servant leader provides the follower with everything needed to achieve success, as well as the opportunity to flourish through their servant leader illustration. Furthermore, in Jones’ (2012) research of leadership styles he noted greater profits were not the underlying reasons for implementing and sustaining

This article examines the similarities and differences between transformational and servant leadership. The authors suggest the primary difference is the focus of the leader. The transformational leader’s focus is more on the organization and the servant leader’s focus is more on the follower. The authors state that both offer the conceptual framework for

Caldwell, C., Dixon, R., Floyd, L., Chaudoin, J., Post, J., & Cheokas, G. (2012). Transformative Leadership: Achieving Unparalleled Excellence. Journal Of Business Ethics, 109(2), 175-187. Retrieved from:

This paper is based on my personal philosophy the art of servant leadership within organizations, and in the community. According to the author Aubrey Malphurs, he asserts “that there are leaders who “have the ability to lead, influence others based on certain leadership characteristics, strengths and weakness.” It is within these leadership strengths and weaknesses, there are benefits and opportunities to empower others. However, there are good and great leaders, a great leader is much more desirable, in that great leaders are driven to lead and serve their followers. Great leaders have the characteristics to be effective and empower their followers, this is the art of Servant leadership, the art of knowing how to care for others in the most

Servant leadership is a theory based on Robert K Greenleaf’s belief that all men have a primary motivation to serve others and through this service they aspire to lead (Parris & Peachey, 2012). Although this leadership model has very little in common with charismatic and situational does however compare to transformational leadership in several areas. The main area of commonality between the two can be found as transformational leaders serve as stewards to change enable the followers to accept the change and move forward with the organization (Tichy & Devanna, 1990, p. 75). In essence, servant leadership becomes the long-term transformational approach to life and work.

He further explains that servant leaders are not motivated by material possessions and are not usually driven to lead for the power that comes from the position (Greenleaf et al., 2002). Instead, the servant leader will ensure that the needs of their followers, the organization, or the community are met first and are treated with the utmost priority over their own needs (Greenleaf et al., 2002). Northouse (2016), also notes that servant leaders are attentive to the needs, concerns, and the wellbeing of their followers. Servant leadership also helps to promote employee satisfaction through helping them grow, succeed, and empowering them to be more independent and successful (Northouse,

Organizational leadership builds on traditional theories in order to form new and exciting directions. Transactional leadership is a traditional theory, which has been used as a platform to understand leadership and further develop techniques for higher organizational performance. The three components of transactional leadership help shape and define the style, but are not always strictly adhered to. There are many advantages and disadvantages of transformational leadership. Knowing how and when to apply this style will prove useful for most successful organizational leaders. President Dwight Eisenhower was a good example of how transactional leadership could be used successfully.

Over the past twenty years, an abundant body of researches have been done to review transformational leadership and transactional leadership. Burn (1978) was the first person to introduce and conceptualize the concept of transformational leadership and transactional leadership. Bass (1985) based on Burn’s concept and deepened his notion with modifications, which stated that one of the best frameworks of leadership is transformational or transactional. Following Bass and Avolio (1994, p. 4) provided the idea of these two leaderships and generalized them into the development of global economic world. Bass and Avolio (1997) also suggested that there was no need to view transformational and transactional leadership as

I undoubtedly appreciate your desire to work to incorporate your role in leadership towards the standard of professional performance. Having the ability to lead is an important factor in being successful. I have found that during my time in leadership, I have developed many different styles of leadership. The two I relate to the most are that of a transformational leader, and servant leadership. The transformational leader is one who has the ability to inspire and motivate their followers. Transformational leadership entails a leader to be adaptive and flexible with their leadership style (Gibson, Ivancevich, Donnelly, & Konopoaske, 2012). As for the servant leader, according to Tropello & DeFazio (2014), the servant leadership style is

Transformational leadership is defined as having four conceptually distinct elements: charismatic leadership/idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (Bass, 1996). Servant leadership has

This paper aims to address an organizational issue and illustrate how the situation could be resolved by using three different models of leadership. The work environment will be described, the significance of the issue will be presented and the resolution will be analyzed using the models of servant leadership, transformational leadership and transactional leadership.

This review acknowledges that additional empirical research is needed on servant leadership especially its current and potential future role in organisations. The authors state that Greenleaf warned that servant leadership would be extremely difficult to apply in an operational setting such as a company.

Over the past twenty years, an abundant body of researches have been done to review transformational leadership and transactional leadership. Burn (1978) was the first person to introduce and conceptualize the concept of transformational leadership and transactional leadership. Bass (1985) based on Burn’s concept and deepen his notion with modifications, which stated that one of the best frameworks of leadership is transformational or transactional, but not opposing to each other. Followed by Bass and Avolio (1994), they provide the idea of these two leaderships and generalize them into the development of global economic world. Bass and Avolio (1997) also suggested that there was no need to view transformational and

While the transactional leadership can be seen as simple contract trade based on the interest of greed, which sometimes get confused with what we call the manager’s task. The transformational leadership seeks to satisfy high need of its subordinates, commit to aspiring human dimension to a process of stimulation and mutual development in which the selfish interests are transcended in favor of the common good.

The transformational school of leadership was discussed in detail by Burns in his seminal work on leadership (1978). He defines two leadership styles, transactional and transformational leaders. The former, more directive style maintains a relationship with the follower with the purpose of exchanging items of value. The latter style involves a greater involvement and communication exchanges between the leaders and follower.