Transformational versus servant leadership: a difference in leader focus

Abstract

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.

Servant leadership and ethics: a dyadic examination of supervisor behaviors and salesperson perceptions

“…Servant leaders also engage in responsible reflection, which is a high level of awareness and concern of how individual actions affect others (Giampietro-Meyer et al 1998). Servant leadership 'leads organizations toward goals that show respect for many stakeholders, including employees, consumers, and members of the community' (Giampietro-Meyer et al 1998, 1739 Moreover, in servant leadership, the success and development of others take precedence over the interests of the leader or the organization (Stone, Russell, and Patterson 2004). Putting the interests of others over the interest of the self requires a high level of moral courage.…”

Exploring the impact of higher management’s leadership styles on Lean management

“…It is a style of leadership in which the leader is genuinely concerned with followers (GreenLeaf, 1977) aiming to develop followers their fullest potential by putting explicit emphasis on their needs (Stone, Russell, & Patterson, 2004). Indeed, the literature on SL advocates that servant leaders must primarily meet the needs of others from a genuine and thorough understanding of their abilities, needs, desires, goals and potential (GreenLeaf, 1977) in order to assist and facilitate them to achieve their potential (Liden, Wayne, Zhao, & Henderson, 2008).…”

“…TL and SL both express concern for followers and take account of their individual needs (Stone et al, 2004). The main difference is that servant leaders are genuinely concerned with followers (GreenLeaf, 1977).…”

Leadership Styles and Organizational Learning An Empirical Study on Saudi Banks in Al-Taif Governorate Kingdom of Saudi Arabia

“…The researcher has drawn on the scale of Bass &Avolio (1990) for measuring LS (TALS and TFLS). Twenty-five statements have been modified upon reading a host of studies including (Popper &Lipshitz, 2000;Jung &Avolio, 2000;Sarros&Santora, 2001;Avolio& Bass, 2002;Stone, et al, 2004;Vera &Crossan, 2004). There are ten statements for TALS.…”