THE COMPARISON OF LEADERSHIP ATTRIBUTES

Phuoc D. Nguyen

Stone, Russell, and Patterson (2004) state, “Both transformational leaders and servant leaders are visionaries, generate high levels of trust, serve as role models, show consideration for others, delegate responsibilities, empower followers, teach, communicate, listen, and influence followers” (p. 359). Both are integrity and modeling. Transformational leaders tend to focus more on organizational objectives while servant leaders focus more on the people who are their followers” (Stone, Russell, and Patterson, 2004, p.359). Transformational leaders motivate their followers through a commitment to goals and generate followers’ enthusiasm to reach goals; moreover, transformational leaders stimulate followers’ intellect through rationality and problem-solving. While servant leaders serve their followers first; they ignore risk-taking but focus on stewardship and pioneering practice and followers’ encouragement.

Wong and Chan (2017) indicated, “The key ideas of adaptive leadership include the importance of diagnosing complex systemic challenges, engaging stakeholders to inspect organizational practices and values, and navigating the change process collectively through inevitable resistance, potential losses, and trade-offs” (p. 107). Both servant leaders and adaptive leaders are open-minded, innovative, and inspiring. Zaccaro, Rittman, and Marks (2001) described the team leadership process, including “Matching member capabilities to role requirements; offering clear strategies; monitoring environmental changes; providing feedback; recalibrating actions, team coordination, and team effectiveness” (p. 475). Both servant leaders and team leaders need to delegate, communicate, innovate, and inspire. Furthermore, they are trustworthy.