According to Northouse (2016), transformational leadership is leadership that has as its goal the transformation of people (p. 160). The relationship between the leader and follower is a key element because the bond formed between the leader and the follower is the medium through which the follower is motivated to accomplish tasks. Transformational leadership falls at one end of a spectrum. At the other end of the spectrum is ‘laissez-faire leadership’ in which the leader imposes no direction on the follower, allowing him/her to do as they please. In the middle of the spectrum is transactional leadership. Transactional leadership is leadership in which (a) the leader rewards the follower for meeting expected outcomes using mutually determined rewards, or (b) the leader motivates the follower via correction/punishment for not meeting the expected outcomes. Transformational leadership is more powerful than transactional leadership because it involves “an exceptional form of influence that moves followers to accomplish more than what is usually expected of them” (p. 161). It causes followers to begin to look out for more than just their own self-interests, and causes them to begin to do things for the greater good of the organization. Additionally, Mulla and Krishnan (2011) found that over time, transformational leaders can have an impact upon the moral development of followers.
Servant leadership is demonstrated by empowering and developing people through the expression of humility, authenticity, interpersonal acceptance, stewardship and direction (van Dierendonck, 2011). It is similar to transformational leadership in that the leader’s focus is on the followers. The goal of servant leader puts the needs of the follower first, nurtures and empathizes with them and works for their development through empowerment (Northouse, 2016). The servant leader also demonstrates high moral standards in his/her interactions with the followers. Searle and Barbuto Jr (2011) found that this type of leadership has the potential to simultaneously bring about positive behaviours in individuals, groups and organizations.
Smith, Montagno and Kuzmenko (2004) investigated the similarities between Servant and Transformational leadership and found that in both types of leadership the interrelationship between leader and follower was very important. Both leaders put the needs of followers above their own, model positive behaviours and demonstrate integrity in their leadership. Despite these similarities, however, they also concluded that the theoretical underpinnings and the contexts in which the two are successful differ significantly. Servant leadership was found to be more successful in static environments while transformational leadership was found to be more successful in dynamic environments. This seems to differ with the findings of Mulla and Krishnan who asserted that transformational leaders demonstrated impact upon the moral development of the followers over time. This led me to wonder what would be the optimal number of years necessary for transformational leadership to significantly impact the followers, given the findings of Smith et. al. I also wondered if there was an optimal size of the organization beyond which transformational and servant leaders would be limited in their ability to form significant relationships with their followers…..?
References
Mulla, Z.R. and Krishnan, V.R. (2011). Transformational leadership: Do the leader’s morals matter and do the follower’s morals change? Journal of Human Values 17(2), 129-143. DOI: 0.1177/097168581101700203
Northouse, P. G. (2016). Leadership: theory and practice (7th ed.). Thousand Oaks, CA: Sage Publications.
Searle, T.P. and Barbuto, J.E. (2011). Servant Leadership, Hope, and Organizational Virtuousness: A Framework Exploring Positive Micro and Macro Behaviors and Performance Impact. Journal of Leadership & Organizational Studies 18(1), 107-117. DOI: 10.1177/1548051810383863
Smith, B.N., Montagno, R.V. and Kuzmenko, T.N. (2004). Transformational and servant leadership: Content and contextual comparisons. Journal of Leadership and Organizational Studies 10(4), 80-92.
Van Dierendonck, D. (2011). Servant leadership: A review and synthesis. Journal of Management 37(4), 1228-1261. DOI: 10.1177/0149206310380462