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The servant leader assumes a non central position. He provides resources and supports the group without an expectation of acknowledgement. It is difficult to provide the role model for the followers being invisible. Mostly the followers do not even realize who their servant leader is. Servant leadership has an emphasis on building community. Servant leadership is a kind of transformational leadership trying to build both people within the organization and the organization itself, striving to embody the dream of employees and management working as a team solving organizational problems. Servant leadership views a leader as a servant of his followers. It places the interest of followers before the self-interest of a leader, emphasizes personal development and empowerment of followers. Servant approach to leadership is firmly grounded in ethical principles. It focuses on the building of trusting community. Greenleaf quoted by Reinke (2004) identifies the values of trust, respect and service. Those values add to the emotional stability and consistency. Greenleaf quoted by Smith (2004) suggests that servant leaders were not initially motivated to be leaders, but assume the leadership position in response to the urgings of others and the need for group success. They achieve this through receptive listening, persuading, and articulating and effective ideas communication. Transformational leader is motivated by a sense of mission to recreate the organization to survive in a challenging external environment (Smith, 2004). They identified themselves as “change agents” (Tichy, 1990) and they tried to make a difference and transform the organization. They are courageous individuals, which can confront and see the painful reality and able to reveal the truth to the others, who might be not willing to hear it. They can deal with complexity, ambiguity, and uncertainty. They are able to cope with and frame problems in a complex, changing world. Transformational leaders gather information they need to make a good diagnosis of their organization and are capable of self-analysis to know their strengths and weaknesses. Transformational leaders do know their mistakes, but see them not as failures, but the learning. Transformational leaders are role models to the others, but never stop learning from other leaders and acquire the appropriate behavior continuously. Transformational leaders understand that change cannot be pushed through the organization. “The true test of leadership came in serving as a steward of the change process, which enabled people to unhook, refocus, and develop a commitment to the new vision (Tichy, 1990, p.75)”. Transformational leaders believe in people and work on their empowerment. Transformational leaders have the potential to convey emotions and elicit them in others when communicating the vision, inspiring movement toward the goals, stimulating intellectual thought and attending to different followers needs (Avolio, 2002). Transformational leaders define the need for change, develop vision for the future and mobilize follower commitment to achieve results beyond the expectation (Spreitzer, 2005). Transformational leadership has four conceptually distinct elements according to Jossey-Bass Reader (2006): charismatic leadership influence, inspirational motivation, intellectual simulation, individualized consideration.
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Robert Smith has spent more than 19 years working as a professor at New York University. He is always interested in helping students with writing 100% plagiarism free papers on various topics. Now he spends most of his time with his family and shares his University experience in writing academic Marketing papers. He is a right person to ask about professional custom writing companies.
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