Transformational/Servant Leadership Theory

Transformational/Servant Leadership Theory

The concept of transformational leadership is introduced by leadership expert James McGregor Burns in his 1978 book, “Leadership”. Transformational leadership was the first developed and validated theory to emphasize morals and values in leadership. This also has the potential to be used negatively by leaders that fake it. Research shows that in order to lead and do business in the modern era, leaders need to exemplify a new model of leadership. This research also shows that women are better suited to transformational leadership than men because they have empathy, sensing the thoughts and feelings of others, and responding in the appropriate way.

Transformational leadership has high expectations in achieving clear goals, encouraging others, providing support and recognition, and is a model of integrity and fairness. With this theory, it reminds teen members of the purpose of their work. Role models in your team should demonstrate integrity in all working relationships and sets the standards that are expected. One of the goals of this theory is to get people to look beyond their self-interest and stir the emotions of the people. It also inspires people to push past their insecurities and set higher goals that they may feel are impossible.

The leaders put passion and energy into

Some flaws of these characteristics are inadequate explanations of how leaders should reconcile conflicts between individuals and the needs of the organization. Servant leaderships also rejects some of the principles underlying the transformational theories of leadership. Greenleaf claims the use of coercive power is destructive and ultimately results in the failure of the organization to achieve its