Transformational Servant Style of Leadership

This presentation discusses the definition of Transformational Servant Style of Leadership (TSL) and the importance of effective communication in TSL for change management, motivation, and sustainability. It also covers building a continuous stream of communication to influence subordinates and building relationships based on trust.

TRANSFORMATIONAL SERVANT STYLE OF
LEADERSHIP
Name:
Date:

Definition of transformative style of leadership (TSL)
 TSL refers to leading
followers towards targets
by training and mentoring
them.
 Combines transformational
leadership and service
leadership style.
Transformational
servant leaders: leads
towards changes by
training followers
Transformational leaders:
Leads teams towards
changes
Servant leaders:
Understands the needs of
followers and trains
them

Importance of effective communication in transformational
servant leadership style
 Communication plays
important role in
transformational servant
leadership style
 Enables change
management.
 Trains followers TS
L
Change
management
SustainabilityMotivation

Importance of effective communication in transformational
servant leadership style: Change management
 Transformational servant leadership style involves continuous communication
with employees and dealing with their fears and insecurities, thus managing
conflicts.
 Employees are able to embrace more willingly which boosts the performances
within organisations.
 TSL enables organisations embrace changes more effectively.

Importance of effective communication in transformational
servant leadership style: Motivation
 Jones, Michelfelder and Nair (2017) mentions that communication enables
transformative leaders to motivate their followers to embrace change and elevate
their performances.
 The transformative leaders usually come into play when the companies need to
tide over tough situations.

Importance of effective communication in transformational
servant leadership style: Sustainability
 Transformational servant leaders establish smooth communication with the
employees and motivate them to embrace the change.
 These leaders communicate the benefits of adapting to market changes and
provide their followers trainings to enhance their skills.
 This enable the organisations embrace changes more effectively and sustain in the
market.
 Thus, effective communication enable transformative leaders to lead organisation
they head towards sustainability.

Building a continuous stream of communication to influence
subordinates and building relationship based on trust:
 Strengthening formal communication channel
 Train and mentoring of employees
 Social media

References
 Banks, G.C., McCauley, K.D., Gardner, W.L. & Guler, C.E., 2016. A meta-analytic review of
authentic and transformational leadership: A test for redundancy. The Leadership
Quarterly, 27(4), pp.634-652.
 Burke, W.W., 2017. Organization change: Theory and practice. Sage Publications.
 Disterheft, A., Caeiro, S.S., Leal Filho, W. & Azeiteiro, U.M., (2016). The INDICARE-model–
measuring and caring about participation in higher education's sustainability
assessment. Ecological indicators, 63, pp.172-186.
 Effelsberg, D., Solga, M. & Gurt, (2014). Getting followers to transcend their self-interest for
the benefit of their company: Testing a core assumption of transformational leadership
theory. Journal of Business and Psychology, 29(1), pp.131-143.
 Hesselbarth, C. & Schaltegger (2014). Educating change agents for sustainability–learnings
from the first sustainability management master of business administration. Journal of
cleaner production, 62, pp.24-36.
 Hoch, J.E., Bommer, W.H., Dulebohn, J.H. & 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.
 Jones, S.A., Michelfelder, D. & Nair, I., (2017). Engineering managers and sustainable
systems: the need for and challenges of using an ethical framework for transformative
leadership. Journal of Cleaner Production, 140, pp.205-212.

References contd…
 Kurucz, E.C., Colbert, B.A., Luedeke-Freund, F., Upward, A. & Willard, B., (2017).
Relational leadership for strategic sustainability: practices and capabilities to
advance the design and assessment of sustainable business models. Journal of
cleaner production, 140, pp.189-204.
 Piercy, N.F., 2016. Market-led strategic change: Transforming the process of going to
market. Routledge.
 Santamaría, L.J. & Santamaría, A.P., (2015). Counteracting educational injustice with
applied critical leadership: Culturally responsive practices promoting sustainable
change. International Journal of Multicultural Education, 17(1), pp.22-42.
 Schaltegger, S., Hansen, E.G. & Lüdeke-Freund, F., (2016). Business models for
sustainability: Origins, present research, and future avenues..
 Tourish, D., 2014. Leadership, more or less? A processual, communication
perspective on the role of agency in leadership theory. Leadership, 10(1), pp.79-98.
 Van Dierendonck, D., Stam, D., Boersma, P., De Windt, N. & 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.

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