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This article examines transformational leadership and servant leadership to determine what similarities and differences exist between the two leadership concepts. The authors posit that the primary difference between transformational leadership and servant leadership is the focus of the leader. The transformational leader's focus is directed toward the organization, and his or her behavior builds follower commitment toward organizational objectives, while the servant leader's focus is on the followers, and the achievement of organizational objectives is a subordinate outcome. The extent to which the leader is able to shift the primary focus of leadership from the organization to the follower is the distinguishing factor in classifying leaders as either transformational or servant leaders. This article also looks at the next stage of developmental issues in servant leadership, such as the challenges facing empirical investigation and measurement, and the changes that are occurring in current thinking about the servant leadership approach. Ultimately, the case is made that although different, both transformational leadership and servant leadership offer the conceptual framework for dynamic leadership.

Purpose -Although transformational and servant leadership has been in existence since the 1970s and theoretical assumptions about the differences began in the 1990s, this paper seeks to relate the first empirical investigation distinguishing between the two leaders, which was conducted recently by the first author. Design/methodology/approach -Through a review of the literature, the first author established 19 semantic differential scales and two self-typing paragraphs to differentiate between the two leaders. The scales and paragraphs were formed into an online survey, reviewed by an expert panel, and distributed to 56 randomly selected contacts where 514 participants responded. Findings -Through discriminant analysis, five statistically significant ( p ¼ 0.000) discriminant items were found that differentiated between transformational and servant leadership.Research limitations/implications -The paper proposes that the five statistically significant items revealed by the first author's research be brought into future definitions, discussions, and research on transformational and/or servant leadership. Practical implications -The five items proposed should also be integrated into leadership and organizational development practices, the literature, and future research. Originality/value -The paper discusses the first empirical research study investigating the distinctions between transformational and servant leaders, two leadership styles that have existed and been discussed by scholars and theorists since the 1970s.

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