2. Leadership’s Dynamic Duo
In order for organizations to reach maximum potential and success, they will need led by
leaders that pour into their people. Howard Hendricks once said, “You can impress people at a
distance but you can only impact them up close.” Sadly, many organizations and corporations
have been led by impersonal, uninterested, and self-centered leaders. Fortunately, we live in an
age where people need personal investment more than ever. Interestingly, there is a direct
correlation between personal investment and work performance. Maria White, Vice President of
Edge Learning Institute, writes, “Spending time and energy on others causes them to feel valued
and cared for, which in turn …leads to better performance and stronger productivity.” (White,
2013)
A leader’s personal investment in people helps pave a path for challenge as well. Coaches
motivate players best when they spend time caring for their players. People will reach higher
levels of performance when a person of respect and trust is a source of motivation. Famous NFL
coach Tony Dungy understands this when he writes about leadership, “Don’t worry about your
platform; focus on your impact.” (Dungy, 101) Interestingly, Column writers such as Mike
Myatt suggest that there is a global leadership crisis. Many people suffer from the influence of
leaders who confuse their need for an ego boost, their quest for power, and their thirst for greed
with leadership. (Myatt, 2013) Is there a method of leadership that can successfully invest in
people, challenge high performance, and gain favor among the masses? Yes. I propose that in
order to accomplish this task, leaders will need to combine and embrace two distinct models of
leadership: servant and transformational leadership.
Servant leadership focuses primarily on the growth and well-being of the people in its
organization or context. According to Peter Northouse, “Servant leaders make sure the other
people’s highest priority needs are being served.” (4196) In addition, servant leaders
3. Leadership’s Dynamic Duo
demonstrate genuine concern, empathy, and nurture for their followers. (Northouse, 4188)
Servant leadership begins with the character and aspiration of the leader. It cannot be
implemented in its truest expression if it is not the DNA of the leader first. Servant leadership is
comprised of ten key characteristics including: listening, empathy, healing, awareness,
persuasion, conceptualization, foresight, stewardship, commitment to the growth of people,
building community. (Northouse, 4223) Servant leadership is a model (and skill) that can be
learned by anyone. (Northouse, 4204) Some criticize the mere word ‘servant’ claiming it might
bear negative connotations. Despite the critique, servant leadership continues to grow in
popularity and influence as it is being continually embraced.
Transformational leadership is a process that changes and transforms people. (Northouse
3590) According to Northouse, “It is the process whereby a person engages with others and
creates a connection that raises the level of motivation and morality in both the leader and the
follower.” Like the servant leader, transformational leaders have a strong set of internal values
and ideals. (Northouse, 3690) They are deeply respected by follower and have acquired a great
deal of trust because of their strong sense of vision and mission (3695) A core strength of
transformational leadership lies in its focus on empowering its followers. Though this method is
widely known and practiced, it is often criticized for its lack of conceptual clarity and method of
measurement.
Both methods complement each other well. Servant leadership is close to the
transformational components of inspiration and individualized consideration. (Bass, 33) Also,
both styles focus on the followers. Servant leaders pay more attention on service to the
followers, while transformational leaders use their energies to engage followers toward goal
attainment. Transformational and servant leaders involve followers in learning and development.
4. Leadership’s Dynamic Duo
(Choudhari, 2012) In addition, both leaders are visionaries, generate high levels of trust, serve as
role models, show consideration for others, and empower their followers. (Stone, 2003)
According to A.G. Stone, “The principal difference between transformational leadership and
servant leadership is the focus of the leader.” (Stone 2003) The servant leader focuses more on
the needs of the individuals while the transformational leader focuses more on the organizational
objective.
Leadership is difficult. Motivating and mobilizing others can be exhausting as well as
challenging. Though leading others can be demanding, it can also be very rewarding. Great
leadership is strategic. Great leaders find ways to reach a person’s heart. Servant-hood (servant
leadership) is the best path to gain access to someone’s heart. What you do with that access
makes all the difference. Transformational leadership helps upgrade the potential of others
empowers them to achieve at higher levels. Great organizations are led by leaders that embrace
and incorporate both leadership styles. More important, people are impacted greatly because of
the strategic execution of these styles.
5. Leadership’s Dynamic Duo
References
Stone, A. G., Russell, R. F., & Patterson, K. (2004). Transformational Versus Servant
Leadership: A Difference In Leader Focus. Leadership & Organization Development
Journal, 25(4), 349-361.
Bass, B. M. (2000). The Future Of Leadership In Learning Organizations. Journal of Leadership
& Organizational Studies, 7(3), 18-40.
Choudhary, A. I. (2012). Impact of Transformational and Servant Leadership on Organizational
Performance: A Comparative Analysis. Journal of Business Ethics, 116(2), 1-8.
Retrieved November 9, 2013, from http://link.springer.com/article/10.1007%2Fs10551-
012-1470-8
Dungy, T., & Whitaker, N. (2010). The Moments of a Mentor Leader: Influence and Impact. The
mentor leader (p. 101). Carol Stream, Ill.: Tyndale House Publishers.
Myatt, M. (2013, October 10). A Crisis Of Leadership - What's Next?. Forbes. Retrieved
November 9, 2013, from http://www.forbes.com/sites/mikemyatt/2013/10/10/a-crisis-of-
leadership-whats-next/
Northouse, P. G. (2013). Leadership: theory and practice (6th ed.). Thousand Oaks, Calif.: Sage.
White, M. (n.d.). Make a Personal Investment in Building Workplace Relationships. Make a
Personal Investment in Building Workplace Relationships. Retrieved November 9, 2013,
from http://www.respectfulworkplace.com/2013/07/26/make-a-personal-investment-in-
building-workplace-relationships-2/
