The basic premise of servant leadership is that it is a process of a leader prioritizing follower’s development over their own. The positives are that followers develop more quickly into independent leaders, thus are more effective and reliable as part of a team. The consequences to this style, one could argue, is in the neglecting of self-regarding growth, as when followers outgrow the leader, they themselves possibly become disposable and stagnant.
Many prefer the transformational leadership style because it is a leadership approach that can incorporate an extensive collection of leadership styles, from very explicit attempts to inspire followers on a one-on-one level, to comprehensive efforts to encourage entire organizations or even cultures This style also allows for the adaptability to various situations. Within organizations today, particularly in our global market, having the ability to relate to various diverse cultures is critical when establishing effective teams. Another factor resides in the correlation of the transformational style and that discussed by scholars Victor Vroom and Arthur Jago. Collectively, they assert that there are false links to organizational effectiveness and leadership. Specifically that: “(a) Organizational effectiveness (often taken to be an indication of its leadership) is affected by situational factors not under leader control (b) Situations shape how leaders behave, and (c) Situations influence the consequences of leader behavior”. Finally, many appreciate the transformational leadership style because its requirement for internal reflection and evaluation, as well as, the requirement for aspiring transformational leaders to change before asking others around them to do the same, which is yet another illustration of the internal policy many identify with as simply leading by example.
If you, or a colleague you know are in need of ideas or motivations for getting organized as a workforce team, Organizing Resolutions with Starks can assist. We advise our clients within their small business, to create balance and control in their organization through uniquely tailored organizational team strategies! We leave you with one word to start you on your journey towards creating a more collaborative workforce team--empathy. Now come on, let’s get organized!
 Kouzes, J., & Posner, B. (2012). The leadership challenge: How to make extraordinary things happen in organizations (5th ed.). San Francisco, CA: Jossey-Bass. (see p. 243)
  Anderson, L. A., & Anderson, D. (2010). Beyond change management: How to achieve breakthrough results through conscious change leadership (2nd ed.). San Francisco, CA: Pfeiffer.
 Vroom, V. H., & Jago, A. G. (2007). The role of the situation in leadership. American Psychologist, 62(1), 17-24. http://dx.doi.org/10.1037/0003-066X.62.1.17 (see p. 20)