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Both servant leadership and authentic leadership possess some similar contexts. Both of them are similar in the desire to serve and the willingness to listen. They also emphasize that the experiences of some environments could influence the leadership process. However, they have different perspectives and purposes for these contexts (Northouse, 2013).
Desire to serve
As its name, the servant leadership is about the leaders who want to serve. Servant leaders are altruistic and very selfless people, who always attempt to help others and serve them. These leaders always put others first before themselves. They never wish anything but the good for a community. Sometimes, servant leaders are not the kind of traditional leaders who have authoritative position, but their ability to inspire people with their altruistic may lead people to perceive them as leaders. For the servant leaders who are in the leaders’ position, they will always want to serve their subordinates and would do everything for subordinates goods and improvements (Northouse, 2013).
The authentic leadership emphasizes the authenticity of leaders and their leadership (Northouse, 2013, p. 253). The Bill George’s authentic leadership approach mentioned that “authentic leaders have a genuine desire to serve others; they know themselves, and they feel free to lead from their core values” (Northouse, 2013, p. 258). It suggests that authentic leaders have the same desire to serve others as servant leaders do. Nevertheless, the authentic leaders do not necessarily altruistic and/or very selfless people. They perceive it as part of leaders’ duty. These leaders are the kind of traditional leaders who have an authoritative position as leaders. They have a deep sense of willingness ...

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... are more common. However, it might be more challenging in the business settings where the competitiveness is high. Certain cultures also able make people to become more selfless and altruistic. For instance, in the countries where power distance is low, the servant leaders are more prevalent (Northouse, 2013, p. 226).
The components of authentic leadership show that critical life event could influence authentic leadership. Critical events are substantial events that form people’s lives. These events become a catalyst for change. People are more likely to change after they experienced some crucial events. When people could learn from their life experiences and tell it to others, they increase their knowledge about themselves. The leaders who have a better understanding about themselves and their life experiences could become more authentic (Northouse, 2013, p. 266).
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