Servant style of leadership is a model where moral values of humility complement an action-driven behavior. Modesty is depicted by the leader’s capability to stand back; it shows whether a leader can give priority to the interest of others while providing them with the necessary support. It is about wanting the best for others. Sharing leadership needs the sensitivity to know that others are equipped and skilled to take responsibility and appropriate action, hence shows an overall show of humility concerning the leader’s ability.

Altruistic calling explains a leader’s inward desire to affect a positive difference in the lives of others. Since the ultimate aim is serving, leaders with high altruistic calling always put the interest of others first ahead of their own and will still work tirelessly to meet the needs of others (Laub, J. (2018) This selflessness is a virtue of humble service. Humility makes the vital part of a servant leader; it is usually translated into three main aspects; the ability to put accomplishment and talents in a prospective manner and understanding of one’s strength and weaknesses.  Servant leaders realize their shortcomings and actively seek the consultation of others to overcome such limitations.

There are three main dimensions of servant leadership; beginning with accountability, it allows a servant leader to give advice and directions while taking into account the capabilities of people and particular needs, it makes sure that team members feel responsible for the results produced. Another aspect is empowerment; this is a notion of automatic decision making, sharing information and consultations, coaching and mentoring people to improve performance and innovation (Baykal Narcıkara, E. (2017). Finally, and an essential virtue is a stewardship, which ensures that interest and the goodwill of the whole team is taken into consideration. It establishes a common purpose for making meaning to work and encourage resilience and consistency.

Looking at the difference between a servant and transformational leadership, the later works in a case where the leader is more conscious with individuals, and make them transform their self-interest at the expense of others. However, both styles involve empowering and nurturing followers. Despite the fact that transformational leadership has an ethical background, the altruistic aspect of servant leadership cannot be matched, a servant leader works consultation, they do not dictate, direct or control an organization, instead they share, and influence others (De Clercq, D., Bouckenooghe, D., Raja, U., & Matsyborska, G. (2014). On the other hand, transformational leaders aim at taking control, influencing others individually to achieve a common purpose.

Transformational leadership instills a great need in production since leaders have a strong focus and institutional objectives, servant leadership involves a more significant concern on people since the most critical focus on a leader should be their followers; the drivers of production, therefore servant leadership takes a higher standard and preference.

Reference

Baykal Narcıkara, E. (2017). Effect of Gratitude In The Relationship Between Servant Leadership And Organizational Identification. doi:10.15405/epsbs.2017.12.02.32

De Clercq, D., Bouckenooghe, D., Raja, U., & Matsyborska, G. (2014). Servant Leadership and Work Engagement: The Contingency Effects of Leader-Follower Social Capital. Human Resource Development Quarterly, 25(2), 183-212. doi:10.1002/hrdq.21185

Laub, J. (2018). Explaining the Servant Mindset: The OLA Servant Leadership Model. Leveraging the Power of Servant Leadership, 73-111. doi:10.1007/978-3-319-77143-4_4