Transformational Servant Leadership

This article discusses the example of Galen Weston Junior, Executive Chairman and CEO of George Weston Limited, as a transformational servant leader. It explores the unique characteristics that make him a transformational servant leader, the leadership practices that contribute to his style, and the challenges faced by transformational leaders in managing employee emotions. References to relevant studies are also provided.

Running head: TRANSFORMATIONAL SERVANT LEADERSHIP
Transformational Servant Leadership
Name of the student
Name of the University
Author note

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TRANSFORMATIONAL SERVANT LEADERSHIP
The first slide talks about an example of a transformational servant leader. The
transformational servant leadership traits are manifested in the personality of the Executive
Chairman and CEO of George Weston Limited. Galen Weston Junior has all the
characteristic traits that contribute in making him a transformational servant leader
(Weston.ca 2018).
The second slide discusses about the unique characteristics that help in making him a
transformational servant leader. He lays immense amount of importance on the aspect of
intrinsic motivation that can encourage the employees of an organization. The motivation can
help in developing the followers of the leader (Chen, Zhu and Zhou 2015). A
transformational servant leader offers the possibilities that can elevate performance of
employees. He can align the aims of employees with that of the broader organization that
enables in making him a transformational servant leader.
The third slide discusses about the characteristics of the leadership practice that
contributes the leadership style of transformational servant leadership. He has the
transformational leadership quality that helps him in looking after the quality assurance
aspects of an organization (Hoch et al. 2018). The transformational servant leader would be
able to work with the quality assurance manager that can help the organization in the
identification of key performance indicators.
The fourth slide also sheds light on the qualities of transformational servant
leadership. A transformational servant leader is imbibed with decisiveness that helps him in
managing the different aspects of a company (Van Dierendonck et al. 2014). A
transformational servant leader metes out effective treatment to the employees and he listens
to the point of view put forward by the employees.

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TRANSFORMATIONAL SERVANT LEADERSHIP
The fifth slide elaborates on the demonstrated characteristics of transformational
servant leadership style. The employees being made known about the various decisions of the
top management can help in the evolving of transformational servant leadership style (Hunt
2017). A transformational servant leader looks at the benefit of the employees and a working
environment is provided to them that can encourage them (Zhu et al. 2015).
The sixth slide elaborates on the difficulties that a transformational leader has to face
in respect to managing the emotions of the employees. The relationship between a leader and
the servant becomes dependent on emotions that can be detrimental for the future of an
organization (Hunt 2017).

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References:
Chen, Z., Zhu, J. and Zhou, M., 2015. How does a servant leader fuel the service fire? A
multilevel model of servant leadership, individual self identity, group competition climate,
and customer service performance. Journal of Applied Psychology, 100(2), p.511.
Hoch, J.E., Bommer, W.H., Dulebohn, J.H. and Wu, D., 2018. Do ethical, authentic, and
servant leadership explain variance above and beyond transformational leadership? A meta-
analysis. Journal of Management, 44(2), pp.501-529.
Hunt, E.K., 2017. Humane Orientation as a Moral Construct in Ethical Leadership Theories:
A Comparative Analysis of Transformational, Servant, and Authentic Leadership in the
United States, Mexico, and China. International Journal on Leadership, 5(2), p.1.
Hunt, E.K., 2017. Humane Orientation as a Moral Construct in Ethical Leadership Theories:
A Comparative Analysis of Transformational, Servant, and Authentic Leadership in the
United States, Mexico, and China. International Journal on Leadership, 5(2), p.1.
Van Dierendonck, D., Stam, D., Boersma, P., De Windt, N. and Alkema, J., 2014. Same
difference? Exploring the differential mechanisms linking servant leadership and
transformational leadership to follower outcomes. The Leadership Quarterly, 25(3), pp.544-
562.
Weston.ca (2018). George Weston Ltd.. [online] Weston.ca. Available at:
http://www.weston.ca [Accessed 13 Sep. 2018].
Zhu, W., Zheng, X., Riggio, R.E. and Zhang, X., 2015. 7 measurements of ethics-related
leadership models, including ethical leadership, transformational leadership, authentic
leadership, servant leadership, spiritual leadership, and a virtues-based approach to leadership
ethics. The similarities and differences among these theoretical models and measures to

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ethics-related. Developing Ethical Leaders: New Directions for Student Leadership, Number
146, p.81.