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Similarity of Transformational and Servitude Leadership

Similarity of Transformational and ServitudeLeadership

Similarity of Transformational and ServitudeLeadership

Leadership has been crucial in influencing the culture and the skillsof the followers and making sure that they reach the goalseffectively. In this case, various leadership styles tend to look atcomplex problems from different perspectives. However, they will havethe same purpose of helping the organization achieve the vision theyhave. More specifically, transformational and servant leadershipinclude some of the approaches that seem more appropriate in themanagement field. Transformational leadership often looks at thesubordinates and identifies the specific needs that require change.After that, they will establish a vision that considers all theirconcerns, and the leader will then involve them in the implementationprocess too. On the other hand, the servitude leadership shows howthe leaders identify their weaknesses, strengths, and interests whilethey motivate them to perform more efficiently. The two leadershipstyles do have similarities that also reveal how important they arein managing organizations in the long-run. For instance, both of themfocus on nurturing an informal relationship with their followers toensure that they interact efficiently. In the process, both stylesmentor the subordinates in making sure that they acquire the requiredskills and experience that will guide them. The scenario also showsthe need for the proper communication since the two groups will needto interact, and that will help the leader in listening to theconcerns that the followers might have. The creation of the visionalso requires the leaders to identify the particular challenges theyface, and they will create a plan that incorporates all that. Thisessay will look at the way servitude leadership nurtures an internalgenerative culture, but, the transformational leaders will facilitatean empowered dynamic culture that will exploit the capacity of theirfollowers and help in improving their organization.

Effective Mentorship

The appropriate leadership aims at teaching the followers and makingsure that they have adopted the required skills and knowledge to bethe best employees. For instance, the leaders will empower theemployees and ensure that they understand the appropriate way ofusing their experience to benefit the organization. Thetransformative and the servitude leadership include the twoapproaches that facilitate the mentorship of the followers to makesure that they have a proper way of looking at various complexproblems (Winston, &amp Fields, 2015). In particular, transformativeleadership will rely on influence, motivation, personal considerationas well as the intellectual stimulation that will mentor thefollowers. In this case, the leaders will exploit each of theseaspects to ensure that they acquire the required skills in masteringthe operations in the organization and the critical decision-makingabilities too. For instance, the individualized consideration willfocus on one follower and together they will look at variouschallenges they might face, and create appropriate ways that they canhandle each of them (Winston, &amp Fields, 2015). Their influencewill also motivate the members of the subordinate to understandvarious factors around them, and identify approaches to look at eachof them. On the other hand, the transformative leaders will alsodepend on motivation to insist that they appreciate their role in theorganization. They will even encourage them to work efficiently toachieve more objectives. The factors will contribute to the mentoringprograms that the leader will introduce to make sure that theemployees acquire the appropriate skills, knowledge as well asexperience that will assist them to solve any obstacles that theymight have.

The servitude leaders will often incorporate the mentoring aspect infacilitating the personal as well as the professional development ofthe followers. In this case, the servitude leaders will often engagethe employees in productive discussions that will help them identifythe specific issues that they need to address. In some cases, theleaders also rely on self-efficacy to urge the employees to undertakevarious activities regardless of the complexity. In the process, theleader helps in motivating them and showing how their effort andskills is what matters. More important, the relationship between thetwo people creates room for the sensitization and exchange of ideasthat will facilitate their ability to acknowledge their presence inthe organization (Winston, &amp Fields, 2015). Some of thesubordinates might believe that they do not have the skills or theknowledge that will assist them to overcome various challenges thatthey are supposed to handle. However, the role of the servitudeleader is enlightening the followers and mentoring them to make surethat they believe they are the best people to play the requiredroles. The relationship between a leader and the subordinate createsa supportive environment where there is trust, respect and honestcommunication too.


The transformative and the servitude leaders will facilitatecommunication since it is one of the factors that help them ininteracting with the people. More important, the communicationassists in nurturing the relationship that will facilitate honestyand trust too. The interactions are supposed to be friendlier, andthe leader should initiate ways to make their encounter moreproductive. However, it will be less likely to have constructiveteamwork if the leader lacks proper skills to interact with the otheremployees and followers (Van Dierendonck et al., 2014). Some of theleaders might be unable to socialize with the subordinates because oftheir lower position status. Hence, such behaviors might evenundermine the likelihood of their interaction being more productiveinstead. In fact, through the communication process, a leader will beable to identify the weaknesses, biases, experiences as well asskills that they might exploit in making the organization a betterplace (Van Dierendonck et al., 2014). A transformative leader helpsin changing people and making sure that they have realigned theirbehaviors towards achieving the organizational goals. For instance, aleader will urge the subordinates to improve their skills and ensurethat they are on the right path in pushing the organization towardssuccess. They will achieve such measures through the thoughtful andconstructive discussions that will identify the proper mechanisms tobe implemented. In this case, the transformative leaders rely on thecommunication skills to initiate and nurture productive relationshipswith the other employees. They will also master the skills that willhelp them in interacting with people that have different cultural andsocial backgrounds. All in all, the communication remains to be acritical part of the leadership since it guides the leaders and thefollowers in understanding each other as well as the specificmeasures that they should make in changing the organization.

Servitude leadership is more about serving others and understandingthe needs that the followers might have. In particular, the leaderwill need to listen to the employees and help them in handling someof the challenges they have while creating the solutions as well. Forinstance, they will need the communication skills in conductinginterviews, focus groups or even surveys that will expose them to theinformation that they want. More important, they are supposed to bewatching the facial expressions, listening to their concerns, notingdown their complaints, and thinking about relevant suggestions thatwill respond to their challenges. In this case, the communicationskills are instrumental since they help one identify the specificissues that should be changed in the organization (Van Dierendonck etal., 2014). The leader can determine that by assessing the happinessand the satisfaction of the customers, employees, and otherstakeholders. In fact, he or she can determine the impact on theservices through the various communication aspects such as theexpressions that they depict. In the process, it will be easier tonote the needs of the followers to make sure that the organizationmoves towards the right direction. A servant leader that does nothave the communication skills will be unable to interact with theother employees efficiently and determine their needs in order tosolve them. Instead, the leader will fail to specify the particularproblems that the organization faces or even identify the proper wayto handle such challenges. The process of inspiring and mentoring thefollowers also rely on the communication skills that the leaderpossesses. Hence, it is a critical role that they use in ensuringthat they interact with the employees effectively and engage inproductive discussions and find better ways to manage theorganization.

Vision and Implementation

The vision and the specific steps that the transformational andservant leaders undertake are a critical part of shaping the successof the organization. In most cases, the transformational leadersinteract with their teams to create a vision that the entire teamwill share. More important, the leader will have to understand theemployees and identify the particular approach that he or she willuse in shaping the vision (Choudhary et al., 2013). For instance, theleader will have to determine the employees’ needs and interestsand make sure that the vision aligns with their objectives. Theleaders often need to understand how the organization should achievethe various goals they have. The most crucial part is the way thatthe organization should have a shared common purpose in order to leadthem in achieving the overall requirements. In fact, the leader willneed the employees in the process of implementing the vision hence,it is fair if he or she involves the followers (Mehta, &amp Pillay,2011). As long as they understand various parts of the vision, theywill most certainly offer the required support that will make sureeverything is in place. The entire scenario will also need theleaders to listen to the problems that the employees have. In theprocess, the leader will create a vision that incorporates all theconcerns that the employees might have. The circumstances will alsourge the leaders to build the relationships that will create enoughsupport for the organization. In this case, the other followers arecrucial in pushing towards achieving the goals that wills shape howthey achieve the specific objectives that address their challenges(Mehta, &amp Pillay, 2011). The mutual and the collaborative teamswill nurture the formal and the friendly networks that will garnerenough assistance to understand the vision and make sure that itapplies to the organization setting. All in all, the transformationalleaders do need the support of the followers in achieving the visionthat they have created.

The servant leader needs to have a proper vision and remind the otheremployees how practical and productive it will be. In this case, thevision is what will create the trust and nurture the teamwork betweenthe two groups. In fact, the employees need to believe in the ideaand understand how it will work in the end. If the followerscomprehend the objectives, they will combine their effort and skillsin achieving the vision. The leader will even influence thefollowers, who will push towards achieving the goals that theorganization needs. However, the subordinate might even identifyfalse pride in a leader, and that will be detrimental in seeking thespecific goals (Green et al., 2013). The self-doubt might alsoundermine the effort of the servant leaders in guiding the followersto achieve the particular objectives. For instance, they will ignorea vision when the boss does not understand it or even identify thespecific way in which they will achieve it (Yoshida et al., 2014).Hence, the leader should portray that they have adopted every aspectof the vision that they want to achieve. It refers to the mentalpicture that they might have of the organization in the future.Besides that, the vision might look at the way that the leader talksto the followers while describing the entire plan. More important, itshould even inspire and unite the employees in the organization aswell. It should also consider the interests and the concerns of theentire firm and not the only one person’s conviction. In summary,the transformational and the servant leaders need to interact withthe followers and reveal the goals that they want to achieve using aparticular vision.

Operational Environments

The two styles show the higher likelihood of managing change but,the transformational leadership will have a dynamic culture while theservant leaders will face a static setting that will facilitate theiractivities. The transformational leadership has room for change sinceit has a dynamic culture in the organization. For instance, theleader tends to have a significant influence over the group, and theycan modify the culture if they believe that it will assist them inachieving their objectives (Yang, 2014). Hence, most of them tend toascertain the specific way that the organization should work inreaching the specific goals they have. The leader might determine ifthe followers will need strict guidelines or enough freedom to workfreely. In this case, the dynamic culture gives the transformationalleader enough control over the organization, and he or she mightdecide the next move that they will make without any restrictions(Yang, 2014). In fact, the support from the followers is also quitehelpful in reaching the various objectives they have created. In theprocess, it is clear that the transformational leaders tend to berisk taker since they can change the culture once with the hopes thatthe decision will be helpful. At times, it might even fail, but, theywill keep trying, and make sure that everything is right. The dynamicculture also assists the leader make changes that will influence theentire organization, and not only the specific individuals (Edwards &ampGill, 2012). The static setting that a servant leader faces is alsoquite efficient in initiating change in the long-run. For instance,the servant leader will often improve the challenges of theparticular followers and not the entire organization. Hence, thestatic cultural factors will not undermine their effort to change thesubordinate’s mindset. In particular, the leader will instillconfidence among the employees and urge them to push towards thegoals (Yang, 2014). He or she might portray the benefits that theywill acquire after making certain changes in the administrations. Theapproach will still initiate change effectively since the followerswill have the courage and the skills to implement what they believein.


In conclusion, the servitude leaders will facilitate an environmentwhere the followers believe in their authority yet, thetransformational leadership will urge the employees to use theirskills in improving the organization. More important, the two stylesare focused on improving the overall image and performance of anorganization. However, they are quite similar, and that justifies whythey are some of the most popular leadership techniques in themanagement field. For instance, the leaders will mentor theirfollowers and make sure that they acquire the relevant skills andabilities that will help them succeed. The two styles also make theleaders master the appropriate communication skills that will guidethem in understanding the needs and the concerns of the employees andhow to solve them. In the process, they might create a vision thataddresses all their challenges since they acknowledge what they aregoing through. In fact, it also allows the leaders to involve thefollowers in the implementation process since they know the essenceof the vision to the organization. The two techniques are also thebest way to initiate change since they have a specific way of dealingwith the management. The transformational will face a dynamicculture, and it will be easy to persuade the followers to changetheir values and behavior to reach a particular goal. On the otherhand, a servant leader will have a static setting but, he or shewill focus on motivating the employees to achieve their objectives.


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Van Dierendonck, D., Stam, D., Boersma, P., DeWindt, N., &amp Alkema, J. (2014). Same difference? Exploring thedifferential mechanisms linking servant leadership andtransformational leadership to follower outcomes. The LeadershipQuarterly, 25(3), 544-562.

Winston, B., &amp Fields, D. (2015). Seeking and measuring theessential behaviors of servant leadership.&nbspLeadership &ampOrganization Development Journal,&nbsp36(4), 413-434.

Yang, Y. (2014). Principals` transformational leadership in schoolimprovement.&nbspThe International Journal of EducationalManagement,&nbsp28(3), 279-288.

Yoshida, D. T., Sendjaya, S., Hirst, G., &amp Cooper, B. (2014).Does servant leadership foster creativity and innovation? Amulti-level mediation study of identification and prototypicality.Journal of Business Research, 67(7), 1395-1404.