Transformational versus servant leadership: a difference in leader focus

By A. Stone, R. F. Russell, K. Patterson. 2004

1,305 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/34bdf0f7db71489ddbef82754df7f79fe2d144d5

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

Do Ethical, Authentic, and Servant Leadership Explain Variance Above and Beyond Transformational Leadership? A Meta-Analysis (2018, background): “Stone, Russell, and Patterson (2003) noted that the major difference between transformational leadership and servant leadership is the leader’s primary focus.”
Impact of Transformational and Servant Leadership on Organizational Performance: A Comparative Analysis (2012, neutral): “With more advancement in research regarding servant and transformational leadership, a clear distinction would be possible (Stone et al. 2004).”
How transformational leadership predicts employees’ affective commitment and performance (2018, background): “Transformational leaders emphasize the individual needs and personal development of their followers, encourage subordinates to do more than the expected (Bass, 1985), underline the importance of appreciating and valuing subordinates (Stone et al., 2004).”
Servant Leadership Behaviour Scale: A hierarchical model and test of construct validity (2011, background): “This altruistic dimension of servant leadership views organizational growth as a long-term byproduct of the constant emphasis on the followers’ growth (Stone et al., 2004).”
Impact of Servant Leadership on Performance: The Mediating Role of Affective and Cognitive Trust (2020, background): “According to Stone Gregory et al. (2004), while servant leaders do not have a particular affinity for an abstract corporation or organization, they have an unconditional concern for those who constitute that organization.”
Supervisory coaching and performance feedback as mediators of the relationships between leadership styles, work engagement, and turnover intention (2018, positive): “As transformational leadership emphasizes employee progress and development, this style of leadership tends to involve greater communication about and sensitivity to employees ’ needs (Stone, Russell, and Patterson 2004) and motivates employees to thrive at work (Paterson, Luthans, and Jeung 2014).”
Reviewing Leadership Styles: Overlaps and the Need for a New ‘Full‐Range’ Theory (2017, neutral): “Servant leadership is a style that focuses on the growth of those who are being simultaneously led and served (Stone et al. 2004).”
Fostering task and adaptive performance through employee well-being: The role of servant leadership (2020, background): “More than in other leadership approaches, servant leadership is about serving the followers and thus put their well-being first rather than, for instance, the achievement of organizational (short-term) objectives (Greenleaf, 2002; Hoch et al., 2018; Stone, 2004).”