This poster summarizes and compares the theories of transformational leadership and servant leadership. Transformational leadership focuses on motivating followers and promoting change through idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration. Servant leadership emphasizes empowering and developing people as well as building community. Both theories emphasize respecting followers and motivating them to achieve goals, but servant leadership places more emphasis on serving followers needs over the leaders own interests. The poster analyzes the similarities and differences between these two emerging leadership theories.

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2 0 2 1 N O RT H C E N T R A L U N I V E R S I T Y P O S T E R
Transformational Leadership Theory vs Servant Leadership Theory
Kassilia J. Wright
• Moral obligations are the core of Burns' definition of
transformational leadership.
• Transformational leaders concentrate on terminal values
such as liberty, independence, egalitarianism, and justice.
• Transformational leaders are motivated by duty and steered
by collective ethical principles (Nevarez, Wood, Penrose,
& Padrón, 2013).
Transformational Leadership Theory
Transformational guidance allows those in leadership to
customize, modify, and promote the purpose, ideals and aims of
followers so that they are unified in the quest of advanced goals,
that procreates substantial change. Theorists credited for this
theory are James M. Burns and Bernard Bass (Barker, Cantrell,
Porter, & Stepp, 2014).
Transformational Leadership Framework/Definition
• Have a “people-first” mindset.
• Committed to empowerment of the team.
• Keen awareness, conceptualization and foresight (Spears,
1998).
• Fosters community by encouraging engagement
• “…holistic approach that engages followers in multiple
dimensions (Greenleaf, 1977).
• Exceptional communication skills and avid listeners.
Similarities of Transformational & Servant
Leadership Theories
References
• Thorough understanding of organizational needs.
• Mutual respect and value of personal connections.
• Motivate others to achieve their goals.
• Creative thinkers that see the big picture.
• Sometimes overlooks details
Idealized Influence
• Leaders know the organization’s vision, mission purpose
and the associated risks. Their followers recognize those in
leadership and respect them (Bass, 1996; Barker, Cantrell,
Porter, & Stepp, 2014).
Inspirational Motivation
• Leadership openly communicates the vision and establish
their commitment to it, while; stimulating personnel to impart
(Bass, 1996; Barker, Cantrell, Porter, & Stepp, 2014).
Intellectual Stimulation
• Leadership encourages ingenuity and implore innovation.
Leaders add by never criticizing those that follow them in the
public eye (Bass, 1996; Barker, Cantrell, Porter, & Stepp,
2014).
Individualized Consideration
Managers generate an environment of support and employees'
needs are recognized, and differences are valued (Bass, 1996;
Barker, Cantrell, Porter, & Stepp, 2014).
There are distinct similarities and notable differences
between Transformational leadership and Servant
leadership. In the next section the details of Servant
leadership theory is explained.
Components of Transformational Leadership
Servant Leadership Theory and Characteristics
Transformational Leadership Description
Leadership Theories
In any field, leadership is a vital component to the
success or failure of an organization. In Education, leadership
is the component by which an organization’s paradigm of
success is shaped. Because of the importance of leadership in
education, theories of leadership and how to best lead an
organization were created and have evolved to better prepare
leaders to effectively manage their institutions. According to
the Psychology Dictionary, Leadership theories are an
assemblage of suppositions about leadership, purposed to look
at how a leader manages and their influence on the employees
of an organization and the organization’s goals (Pam, 2013).
The following chart provides a synopsis of traditional
leadership theory views and emerging views of leadership:
(Simpkins, 2005)
There are a multiplicity of views of leadership, and
there are various features that distinguish leaders from those
that are not leaders. New theories emerge consistently in
education, and most can be categorized as one of Charry’s
eight major theory types: Trait theory, Situational theory,
Contingency theory, Participative theory, Behavioral theory,
Transactional, Skills, Transformational theory, and “Great
Man” theory (Charry, 2012). This poster will discuss the
differences between two emerging, yet different theories,
Transformational and Servant.
Traditional Views Emerging Views
Leadership resides in individuals.
Leadership is hierarchically based and
linked to office.
Leadership occurs when leaders do
things to followers.
Leadership is different from and more
important than management.
Leaders are different.
Leaders make a crucial difference to
organizational performance.
Effective leadership is generalizable.
Leadership is a property of social
systems.
Leadership can occur anywhere.
Leadership is a complex process of
mutual influence.
The leadership/management distinction
is unhelpful.
Anyone can be a leader.
Leadership is one of many factors that
may influence organizational
performance.
The context of leadership is crucial.
Servant-leaders typically exhibit the following characteristics:
Listening, empathetic, awareness, persuasive, foresight,
conceptualize, stewardship, commitment to the growth of
people and building community (Barker, Cantrell, Porter, & Stepp,
2014).
• Encouraging continuous, quality improvement.
• Stimulating more operative and inventive teams.
• It is a philosophy, not a title; it can be practiced at any
level within an organization (Barker, Cantrell, Porter, & Stepp,
2014).
• Encourages motivation to exceed perceived potential.
• Exemplary treatment of employees leads to exemplary
treatment of clienteles.
• Beliefs are a lifestyle and effort ensuing in constructive
influences on society (Smith, Montagno, & Kuzmeko, 2004).
• Forces leaders to consciously move away from self serving
practices and work harder to understand, value, and
motivate employees (Smith, Montagno, & Kuzmeko, 2004).
The premise of Servant Leadership is that leaders were
meant to serve. Servant leaders divide power, giving
precedence to employees needs; by providing support for the
employees’ development. A result of this is employee trust of
superiors, and individual progress (Piyu, 2019).
Servant Leadership Strengths
• Transformational and Servant leadership theories are people-
oriented.
• Both highlight the significance of the value and appreciation of
their people, while; investing in, teaching and encouraging them
to grow.
• Both also emphasize personalized attention and approval of their
followers.
• These leadership theories are influential.
• In both these leaders let their followers decide their own direction
and work within their individual capability.
• Extensive levels of trust for their personnel (Piyu, 2019).
Differences of Transformational & Servant
Leadership Theories
Servant leadership has six primary elements: value of people,
develop people, build community, display genuineness, provide
leadership, and shared leadership (Laub, 1999). Transformational
leadership four conceptually distinct elements: charismatic
leadership/idealized influence, inspirational motivation, intellectual
stimulation, and individualized consideration (Bass, 1996). Both
Transformational and Servant leadership theories have components
that support the people that are being led and both require significant
sacrifice from those that lead under these leadership styles.
Transformational is more conducive for the educational environment
than Servant leadership.
Barker, I., Cantrell, S., Porter, L. A., & Stepp, S. (2014, October 13).
Leadership Theories Transformational Transactional Servant.
Bass, B. M. (1996, December 16). New Paradigm of Leadership: An Inquiry
into Transformational Leadership. Alexandria.
doi:https://doi.org/10.21236/ADA306579
Charry, K. (2012, November 7). Leadership Theories - 8 Major Leadership
Theories. Retrieved September 18, 2021, from
http://psychology.about.com/od/leadership/p/leadtheories.htm:
http://psychology.about.com/od/leadership/p/leadtheories.htm
Laub, J. A. (1999). Assessing the Servant Organization: Development of the
Servant. Unpublished doctoral dissertation of Florida Atlantic University.
Nevarez, C., Wood, J. L., Penrose, R., & Padrón, E. J. (2013).
Transformational Leadership. In C. Nevarez, J. L. Wood, R. Penrose, & E.
J. Padrón, Leadership Theory and the Community College : Applying
Theory to Practice (pp. 115-128). Sterling, VA: Stylus Publishing, LLC.
Retrieved September 18, 2021, from
https://ebookcentral.proquest.com/lib/ncent-
ebooks/reader.action?docID=3037639&ppg=135
Pam, N. (2013, April 7). Leadership Theories. Psychology Dictionary, p. 1.
Piyu. (2019, August 21). Difference Between Servant Leadership and
Transformational Leadership. Retrieved from DifferenceBetween.com:
https://www.differencebetween.com/difference-between-servant-
leadership-and-transformational-
leadership/#:~:text=What%20are%20the%20Similarities%20Between%20
Servant%20Leadership%20and,consideration%20and%20appreciation%2
0of%20followers.%20More%20items...%
Simpkins, T. (2005). Leadership in Education: ‘What Works’ or ‘What Makes
Sense’? Educational Management Administration & Leadership, 33(1),
12. doi:10.1177/1741143205048168
Smith, B. N., Montagno, R. V., & Kuzmeko, T. N. (2004). Transformational
and Servant Leadership: Content and Contextual Comparisons. Journal of
Leadership and Organizational Studies, 10(4), 80-91.
doi:https://doi.org/10.1177/107179190401000406