Transformational Leadership Vs Servant Leadership

1524 Words 7 Pages
This analysis paper examines transformational leadership and servant leadership to work out what similarities and variations exist between the two leadership ideas. The first distinction between transformational leadership and servant leadership is that the focus of the leader. The transformational leader’s focus is directed toward the organization, and his or her behavior build follower commitment toward structure objectives, whereas the servant leader’s focus is on the followers, and also the action of structure objectives may be a subordinate outcome. The extent to that the leader is ready to shift the first focus of leadership from the organization to the follower is that the distinctive consider classifying leaders as either transformational …show more content…
Their order as practical attributes essentially result from their noticeable quality in the writing. The attributes are: Vision, Honesty, Integrity, Trust, Service, Modeling, Leadering, Appreciation of others and Empowerment. Useful attributes are the agent qualities and particular highlights having a place with leaders and saw through particular leadership practices in the work environment. These attributes are the viable qualities of servant leadership. They are identifiable qualities that accommodate leadership obligations. Each practical characteristic is unmistakable, yet they are altogether interrelated. At times, the attributes equally impact each other. Nevertheless, the article also recognizes other qualities that are grouped thus as practical attributes of servant leadership. These include: Communication, Credibility, Competence, Stewardship, Visibility, Influence, Persuasion, Listening, Encouragement, Teaching and Delegation. They are not optional in nature; rather, they are integral and, now and again, essentials to powerful servant leadership.
In summary, the writing uncovers nine useful attributes and eleven practical attributes of servant leadership. These traits constitute the establishment for a simple model of servant leadership theory. Since minimal empirical research as of now reinforces the servant leadership idea, any model that endeavors to
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Gregory Stone, Kathleen Patterson & Robert Russell, the creators introduced a correlation that uncovers that transformational and servant leadership have similar characteristics. Their leadership system fuses: influence; vision; trust; respect or credibility; risk-sharing or delegation; integrity; and modeling. Both transformational leadership and servant leadership underline the significance of acknowledging and esteeming people, listening, mentoring or educating, and engaging supporters. Indeed, the theories are likely most comparable in their inflection upon individualized thought and energy about their followers. Nevertheless, transformational leadership and servant leadership do have purposes of variety. There is a considerably more noteworthy inflection upon administration to followers in the servant leadership worldview. Furthermore, while both transformational leaders and servant leaders are compelling, servant leaders pick up influence in a nontraditional way that gets from servanthood itself (Russell and Stone, 2002). In this manner, they enable uncommon flexibility for followers to practice their own abilities. They additionally put a considerably higher level of trust in their followers than would be the situation in any leadership style that required the leader to be to kind of

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