Consider these three real life examples from my experiences and observations with transformational and servant leaders not “playing” or integrating well together. It creates some type of extreme imbalance within an organization when this dynamic takes place. See if you can relate to any of these examples in your own places of work or service.

The first example is of an organization where transformational leadership was the primary style of the original leader. Therefore, this leader provided strong vision and direction for the organization that contributed to organizational success and a strong reputation. At the same time, the accepted leadership of the organization was so bent in the direction of transformational leadership that organizational members suffered from burnout and succession planning proved difficult. The organization lacked servant leadership which would have helped to pay attention to individual stress levels and a healthier rhythm of organizational life for organizational members. Over time, this transformational leader acquired so much individual power within the organization that it resulted in traumatic moral failure that harmed a large number of people within and outside of the organization.

The second example is of an organization where servant leadership was the primary style of the original leader and the successor. While care and concern for organizational members seemed to be in place, the organization lacked vision and direction. It was unclear to the members what the direction and values were of the organization. This dynamic created confusion and chaos within the organization and among its members. As the lack of vision and direction continued, a strong culture of infighting and competition developed within the organization. The lack of transformational leadership contributed to chaos, confusion, conflict, and rivalry within this organization.

In this next example, the Board of Directors represented transformational leadership in the organization by rallying for a compelling vision and direction for the organization. On the other hand, the CEO of the organization and his primary associate both represented servant leadership as a means of contributing to the lives of employees and the community served through the organization. Unfortunately, a conflict avoidance culture existed in this organization which contributed to the sense that one perspective had to be right while the other was wrong. It seemed the perspective of the Board of Directors won in this situation and the environment valued transformational leadership over servant leadership. Tactics such as force, bullying, and inappropriate uses of power were utilized to compel others to “move forward” with the vision while motivation was low. The lack of integrated transformational and servant leadership caused a power struggle which led the organization to remain stuck for a many years.

Questions for interaction:

What has your experience been with an imbalance of these two leadership styles? What is it in these examples that you can relate to from your own experience? What additional insights do you have to share?

Next, read and respond to Part 3 to reflect upon examples of leaders that balance the two styles.

More than ever leaders are under intense scrutiny and pressure to bring their organizations to a level of innovation and performance within this challenging global economy and marketplace. In responding to the burdens on leaders and organizations, there is a growing need for models of leadership with more than one leader at the helm. This post introduces transformational servant leadership that blends two well recognized styles of leaders to meet today’s demands for leadership.

In working with thousands of leaders in hundreds of organizations, I’m finding that healthy and innovative leaders balance two things: vision and care. Transformational servant leadership does both. These leaders “cast a collaborative moral vision while actively caring for those participating in moving the vision to reality” (Parolini, 2012). These leaders don’t zoom ahead while leaving others in their wake. They understand this really doesn’t accomplish any kind of consistent movement at all. They also don’t serve an end goal of solely caring for people without spurring the team on to greater accomplishments. There is a balance with transformational servant leaders between moving ahead and nurturing the people who are bringing about the movement.

Questions for interaction:

Have you experienced a leader who you felt both spurred you on to a greater vision and cared for you along the way, truly cared? Or have you experienced a leader who is good at one yet not so good at the other (example: had a great vision yet little concern for people or had great concern for people yet little overall direction)? What has your experience been like?

Next, read and respond to Part 2 to take this concept deeper by looking at real life examples.