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The concept of servant leadership is hailed due to its regard for human functioning. In this approach, the manager assumes a collaborative attitude. The guiding principle is that of participative leadership. A three step approach guided by foundation, feedback and friction is recommended (Anit & Maayan, 2006).
In foundation, the manager sets the standards through training his team on required behaviours and skills in leadership. Employees are trained in leadership skills, active listening, character development and constructive discipline. Once this is done, gaps are identified and in this step the manager is also a leader using the same approach. In the friction level, goals that are measurable are set and behaviour changes are measured.
This is accomplished using a Continuous Improvement Panel, which is a tool that ensures individual behaviour is improved until it becomes the desired behaviour. It is also recommended that the manager in such a case develops the virtues of empathy, healing of one’s inner self and of others and also awareness of both self and general awareness.
He must be able to conceptualize or create a personal vision beyond day to day realities. Above all, he needs to be a good steward and committed to the growth of people. Spears (2005) asserts that the manager must be able to listen to others and have foresight.
In general, any manager who wants to assume this model must instill, in his employees and to himself, the principle that leadership is cooperative and collaborative. The manager must teach the concept of desire to serve first and encourage trust, listening and ethical use of power. The manager can use this approach to maintain status quo and stress on long established goals and principles of his organization.
On the other hand, transformational leadership has its stress on identification of needed change, creating a vision among the employees through inspiration and executing the change with full support and commitment of the employees. The best approach is to inject enthusiasm and energy into everything he cares about and thus luring people to work towards his vision (Tim & Barbara, 2007).
The steps involved include first developing a vision. The manager stresses on features and benefits of his vision and gets proposals. A plan is then created and followers sought once the idea has been well articulated. The manager must lead by example and accept some failures. In this step, recognize those who take charge to help you.
The manager then focuses on motivating the organization, taking feedback and inspiring everyone to work towards achieving the organization’s goal. The final but continuous step is to celebrate small and big victories that come along in the implementation of your goals as the manager. The manager can use several channels like newsletters, meetings and other methods to communicate progress.
Keeping the long term benefits is crucial for both the manager and the employees who he must keep constantly reminding. In the end and successful implementation of the process, the manager can schedule an award ceremony to recognize those who contributed (Pielstick, 1998).
This approach must put into consideration the concept of individualized attention where the manager acts as the mentor to all followers, injects some intellectual insight to encourage creativity, and gives inspirational motivation to challenge the followers with standards and provide meaning.
Unlike servant leadership, transformational leadership is about transforming the organization and is very applicable during managerial change-over and also when there is a major transition both transformational and servant leadership, one of the effects is that the followers are also transformed.
References
Anit, S. and Maayan, W. (2006). The impact of participative and directive leadership on teachers’ performance: The intervening effects of job structuring, decision domain and leader-member exchange. Educational Administration Quarterly, 42(5), 746-772.
Pielstick, C.D. (1998). The transforming leader: A meta-ethnographic analysis. Community College Review, 26(3), 15-34.
Spears, L. C. (2005). The understanding and practice of servant-leadership. Servant Leadership Research Roundtable. The School of Leadership Studies: Regent University.
Tim, T. and Barbara, M. (2007). Examination of leadership practices of principals identified as servant leaders. International Journal of Leadership in Education, 10(4), 401-419.
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