What Is The Positive Impact Of Servant Leadership

Main Argument

Howell, and Avolio (1993) argue that leaders who exhibited less management, less contingent reward and more concerns for individuals, intellectual stimulation, and charisma contributed positively to the achievement of business-unit goals. In other words, the empirical evidence support the positive effects of transformational leadership on followers and organizational outcomes. While, Peterson, Galvin, and Lange (2012) argue that servant leaders focus on the long-term prosperity of the organization and the development of their employees. In doing that, servant leader activate an exchange process in which employees respond by better performance, and not just on the individual level but rather on behalf of the company as whole. Moreover,

In the same sense, authentic leaders can impact the engagement and performance of followers (Gardner et al., 2005), whereas Howell and Avolio (1993) assert that transformational leader behavior has been linked to the effectiveness of the leader, follower satisfaction and effort, and overall organizational performance. Additionally, the charisma of the leader has a positive impact on performance regardless of the level of support for innovation (Gardner et al., 2005). Peterson et al., (2012) were able to demonstrate that the relationship between CEO antecedents (narcissism and founder status) and CEO servant leadership was mediated by identification with the organization. On the other hand, despite the similarities between the three models of leadership there are some differences between transformational, servant, and authentic leadership. Transformational leaders have a more focus on stimulating followers intellectually than the other two models. servant leadership emphasize on the development of followers through facilitating their personal growth whereas transformation leaders focus on improving the ability of employees to be innovative and creative, authentic leaders facilitate the development of their follower through role modeling. The quality of authenticity is desirable in all people regardless of their position or aspirations for leadership roles. Although, authenticity is an important character in leaders, it does not mean that each authentic individual will naturally emerge as a leader (Gardner et al.,