LDRS 697: Transformational Servant Leadership Competency

This report analyzes transformational servant leadership competency within a case study context. It examines the application of transformational leadership, focusing on ethics, values, and the promotion of collective good within an organization. The report reviews relevant literature, including works on leadership ethics, result-based leadership, and the importance of values in leadership models. It analyzes leadership competency through two dimensions: ethics and values, and competence by adopting values of analysis and ordered thinking. The study emphasizes the significance of strategic and adaptive thinking, grounded in personal and organizational values and ethics, for effective leadership in a dynamic business environment. The report highlights the need for leaders to inspire employees and adapt to changing scenarios, ultimately aiming to enhance organizational success and employee development.

Running Head: TRANSFORMATIONAL SERVANT LEADERSHIP COMPETENCY
Transformational Servant Leadership Competency
Name of the Student
Name of the university
Author Note

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Abstract
The aim of the paper is to analyze the case study provided A concerning company A.
In the dynamic competitive global environment, the company has tried to enhance its scope
in order to sustain amidst the competition. In order to achieve their desired success, the
company has implemented some changes in their leadership structure by replacing the
existing model with transformational leadership. Transformational leadership has been
studied in this respect in the light of ethics and values and thus by grounding them upon both
the attributes, the transformational leadership has been discussed in its ability to promote
collective good for both the organizations and the employees.

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Literature Review
In the field of business and the research concerned with it, leadership is a primary area
of concern for most of the researchers and experts involved. There has been a shift in concern
about the researches in the term of their concern. The usual concern for the achievements
made by the model of leadership being used, the concern shifted towards the values and
ethics that have been involved in order to achieve the needful. This shift in concern primarily
involves the concern for the failures for business endeavors as it has been noted in the cases
of companies like Firestone that involved failures propagated by the intrinsic faults of
leadership involve din business (Antonakis & Robert, 2013). Daniel separates three different
segments upon which the issues of leadership can be divided. The first segment in the study
of ethics involve studing the ethics of the leaders. Second step involved disseminating the
segments involved in ethical leadership study. The third one being conducting an analysis of
the model of leadership that thrives on the base of ethics concerned. These three strata are
important to consider while conducting an analysis of ethical perspective of leadership
(Palmer, 2009).
Sommer in his work discusses about the implication of the emerging complexities that
are evident in the cases of startups as they are out on their business endeavor. It comes under
the crucial duty of the leader to mitigate between the complex situations where the leaders
need to mitigate the unavoidable crisis of uncertainty. Following the case studies the
respondants have exhibited their concern for the influencing internal factors other than the
extrinsic business factors. Case studies have been used to explain how the internal conflicts
along with the external ones can contribute to the failures of the companies. It anticipates the
need of the diversification of the field of management (Sommer, Loch & Dong, 2009).

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The aim of result-based leadership is to create an immediate mode of functioning that
would focus on long-term goals instead of focusing on the short term impacts. The emphasis
here is upon to bring in impact on the overall productivity of the organization concerned. The
people who come under the concern of result-based leaders are the ones from managing team.
This model emphasizes upon the importance of imbibing in the subjects the motivation of
taking up ownership to mitigate the challenges faced by the organization (Grint, Jones, Holt
& Storey, 2016). The aspect of being ‘virtuous’ has been linked with the attributers of
responsibility of a leader by Kim. The idea of the essay was not to condense the fact that
leadership models are by default irresponsible, but emphasizes upon the fact that leadership
models are intrinsic. Most important segment of the discussion is invested in the portion
where the responsibility of leaders have been discussed in the light of stakeholders’ theory.
Stakeholders’ theory discusses that effectiveness of a leadership model is invested in the
effectiveness of its interaction with different stakeholders concerned (James & Lahti, 2011).
Klein in his discussion on the organizational structure in a entrepreneurial scenario
discusses how the easy flow of capital is aiding in enhancing the effective functioning of the
entrepreneurs. It discusses uncertainty as the intrinsic part of entrepreneurship. He draws
upon Lachmann to mention the distinction between capitalist and managerial mode of
entrepreneurship.
Aspect of responsibility as it has been linked with virtuous aspect of the leader has
been taken a step forward by Martz where he discusses the intersection between the
importance of strategizing the course of action that is intrinsic to the development of the
organization, especially in case of the ones where the strategic interference is even more
important.

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It is imperative for an organization is to adopt the leadership model that would be
aiding the organization to enhance its productivity. Transformational leadership have proved
to be productive in most of the business scenario, in enhancing and full filling the needs of
the organizations concerned. The organizations rely heavily upon the effective leadership
power of the leader in mitigating the challenges faced by the organization in a competitive
market scenario. Servant leadership is not as effective as the transformational leadership in
case of mitigating with the challenges faced by the organizations (Peregrym & Wollf, 2013).
Transformational leadership has been studied by experts in its association with the other
models of leaderships namely ethical, servant and authentic. Wolf and Darrell discusses the
intersectional perspective of transformational leadership with other models of leadership.
Value based aspect of the leadership is connected with the transformational servant model
leadership. Value based model emphasizes upon the kind of leadership whose values roots
from the personal ideals of values, which are desirable and at the same time beneficial for the
person and the organization concerned. It is imperative to develop personal ideals that
follows personal development and as a result contributes to the effectiveness of the impact
that those values create upon ones role as a leader (Dumitrascu, 2014).
Analyzing the competency of Transformational Servant Leadership
Dimension 1: Ethics and Values
Ethics and values are intrinsic to any form of leadership. It is by the virtue of the
leadership that the productive outcome of the organization can be enhanced. However, in
order to enhance the value of an organization, it is important for the leader to enhance the
value inculcated by them on a personal level. As a result, value based model of leadership has
been hailed by the experts as a prelude to the transformational servant leadership. The
effectiveness exhibited in case of such exhibition of leadership attributes can be linked with

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values inculcated by the person on a personal level (Moriano, Molero, Topa & Mangin,
2014).
The values and ethics are intrinsic to every form of leadership and it is even more
important in case of transformational leadership as the basic philosophy of this model us
based on its ability to motivate the employees in contributing at the overall development of
the organization as well as enhancing their personal development. Thus enhancing one’s
personal ethics and values allows the individual to enhance the values of the organization
where they are endorsed with the responsibility of leading (Hoch, Bommer, Dulebohn & Wu,
2018).
The leader in the context of the provided case study selected the mode of result-based
leadership keeping in mind the values as propagated by the transformational leadership. The
attributes of result based leadership will be looked at from the perspective of transformational
leadership, so far it will move on to consider the accountability of the internal stake holders
in ensuring the productivity of the company. The primary aim of any kind of leadership is to
enhance the success of the organization. In the case concerned, the leaders need to enhance
the values of the organization keeping in mind the outcome or the result of such values on
overall progress (Grint, Jones, Holt & Storey, 2016)..
Dimension 2: Competence by adopting values of analysis and ordered thinking
The competency of transformational servant leadership model is crucial in case of a
complex and dynamic business scenario and it can be enhanced by analyzing it through the
perspective of result-based model. Rational thinking combined with the constructive
approach of the leaders to mitigate the challenges of the complex situations are crucial in this
respect. Constructive thinking needs to be joined be by tactics that are well articulated and
‘proactive’ in order to inspire the employees in motivating themselves in order to adapt to the

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changing scenario within the organization as well as in the external competitive business
scenario. It has been found that most of the leaders have been seen to adopt tactics to
influence their subjects (Stroud, 2016).
In order to aid an organization through a complex scenario, it is important for the
leaders to come up with a systematic way of thinking in congruence so that they can aid the
organization in sustaining in a complex environment. The leader concerned in this respect
need to take into consideration the impact of their perspective and the results that they are
capable of bringing about. The leaders need to express their adaptive thinking, to lead the
organization in a competitive scenario. As noticed in the context of the case study, the
company is making endeavor to expand their scope of business in the competitive global
market. Thus the leaders need to intervene with their creative perspective and their distant
vision, that will be aiding the company in sustaining to the changes in the business scenario
as well as aid the company to progress. Thus, it cannot be denied that adaptive as well as
strategic thinking are imperative for a leader along with their perspective in such a scenario
(Ayoubi, Khosravi & Jahromi, 2015).
Summary
The case study takes into account a company X which owing to the complex scenario
in the market seeks to diversify. Thus precedent in the scenario is the complex scenario that is
evident in the challenging global business scenario. The leader who is trained in the project
management as well as has gained experience in telecom engineering adopts a unique
leadership model that brings together different model to mitigate the challenges. The model
adopted here is the result-based leadership however; it brings together attributes of
transformational servant leadership, which emphasizes the aspect of values and motivation of
the employees to receive the desired goal.

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Conclusion
The discussion on the implication and implementation of transformational model of
leadership can be concluded on the note where it suggests that in an entrepreneurship
scenario, which is complex by the virtue of its intrinsic challenges and difficulties are made
more difficult in a competitive and changing business scenario. It is important for the leaders
to come up with perspectives that are motivated by strategic and adaptive thinking, however,
grounding them on personal as well as organizational codes of values and ethics.

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Reference
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Ayoubi, A., Khosravi, L., & Jahromi, M. R. (2015). Transformational Leadership and
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Dumitrascu, V. (2014). Leadership and organizational positioning. Knowledge Horizons.
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