I believe transformational servant its focus on the organization and then follower commitment is driven from leader’s character. At the same time, you may find that transformational servant leadership ranks organization objectives below followers. In my view, operations objectives is rated as subordinate outcome (Muthia & Krishnan, 2015).
Transformational servant work with or against organization mandates
This style work with organizational mandate because it shapes people to be the best. In my opinion, this is contributed by relationships built and means of communication to all those held responsible for that organization. The style of leadership creates people to something better. Consequently, the leadership copes well with mandates of the organization.
However, I criticize the leadership type to work with organization mandates. This is because, transformational servant leadership cannot fit all challenges of the organization (Muthia & Krishnan, 2015). Therefore, sometimes failures in relation to company objectives might occur since the leadership won’t address all problems. In terms of compatibility, yes I support they are compatible. Reason is because they offer framework which is conceptual for leadership which is dynamic (Manss, 2017).
Role of transformational servant leadership in building Chinese culture
This style of leadership has led to building of culture in many countries. My area of concern based on this is about the Chinese culture. For example, link between Chinese context voice behavior and servant leadership. Through this linkage, people will be motivated to join voice behavior (Manss, 2017). Followers respond by offering advice and suggestions. Therefore, through this suggestions and views from followers, culture will be built since people are free to hire their grievances (Muthia & Krishnan, 2015).
How to influence other departments to implement transformational servant leadership
In order to influence any department for strategic change, the firm’s culture must be aligned. To implement this successfully is hard task. However, people might change their behavior from their role models (Normore & Erbe, 2013). If the behavior of the role models has positive impacts and it’s appreciated through rewards, then they will change their responsibilities. (Manss, 2017).
In influencing firms or organizations, personally have tried. This happened through complying with different cultures and management them. I interacted with people in different key jobs, those receiving positive feedbacks from their performance’s, and what affects people as they do they work in different places within the department (Normore & Erbe, 2013). Through this I was able to make them extract some skills and knowledge from me which was essential in implementing.
Impact of implementing transformational servant leadership
I have seen many implications brought about by transformational servant leadership. For example change, achievement, team building and satisfaction. Transformational servant leader assists every member to contribute in relation to unique skills they posse. Team will be united and hence achievement is promised since everyone works to their best ability.
Among the firms have come across with, if they put in practice this style then vision is established. In line with member’s viewpoints, goals and mission of the firm is determined. When everyone views are considered, satisfaction of employees is guaranteed. Workers satisfaction leads to improvement because their needs are valued. (Normore & Erbe, 2013).
In my conclusion, finance should implement this style of leadership. This is because transformational leadership has many advantage like giving employees freedom to make decisions an act which will contribute to success and fulfillment of the mandates.
Manss, G. (2017). Implementation of Daily Senior Leader Rounds Using a Transformational Leadership Approach. nursing Leader, 15(1), 65-69. https://dx.doi.org/10.1016/j.mnl.2016.08.012
Muthia, A., & Krishnan, V. (2015). Servant Leadership and Commitment: Role of Transformational Leadership. International Journal on Leadership, 3(1). https://dx.doi.org/10.21863/ijl/2015.3.1.002
Normore, A., & Erbe, N. (2013). Collective efficacy. Bingley, business-law.: Emerald