Tichy and Devanna (1986) describe the transformational leadership process as one that involves “changes, innovation, and entrepreneurship.” This was after they noted the requirement of companies to have some changes in the way they conducted business. In developing the transformational theory, the researchers interviewed several CEOs on how they managed the change process. The result was a three-step action plan; recognizing the need for change, creating a common vision, and institutionalizing the change.
The self-concept theory of charismatic leadership offers the explanation of the process by which a charismatic leader can influence transcending transformational effect on the followers. According to this theory, charismatic leadership causes its effects on the followers by engaging their self-concepts and aligning it to the mission that the leader articulates ( Shamir, House, & Arthur, 1993) . The framework also puts into effect this influence by considering the behavior of the charismatic leader and how they influence their followers, the function of the values of the followers and their orientation to the relationship with charisma, and some of the organizational situations that favor the beginning and effectiveness of the charismatic leader.
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Clawson (2002) describes leadership as the management of energy of the leader and then the followers, and the ability of and willingness to affect people’s actions so that they respond voluntarily. The level three leadership involves influencing the behavior of the subordinates (level one), appealing to their conscious thoughts (level two), and engaging the third level which involves utilizing creativity, time, talent, and the passion and desire to bring fulfilling and meaningful work through working with people at their basic level of their values, assumptions, believes, and assumptions (VABEs).
Servant leadership is a set of philosophies that suggest the primary goal of a leader is to serve those below hi or her to inspire ( Van Dierendonck, 2011) . It is the concept of service first instead of leader first. The best case example is that of Jesus Christ. Jesus saw that he was equal to his disciples and demonstrated this on different occasions. For instance, he washed their feet, and taught about compassion, empathy and being humble through listening to others ( Van Dierendonck, 2011) . The model that is closest to servant leadership is Level III because it entails working with the VABEs of the subordinates to impact change. The difference between servant leadership and transformational one is that the former focuses on the followers while the latter focuses on the characteristics of the leader ( Gregory Stone, Russell, & Patterson, 2004). The same is the case with self-concept theory of charismatic leadership.
References
Clawson, J. G. (2002). Level three leadership (Vol. 36). Prentice Hall.
Gregory Stone, A., Russell, R. F., & Patterson, K. (2004). Transformational versus servant leadership: A difference in leader focus. Leadership & Organization Development Journal , 25 (4), 349-361.
Shamir, B., House, R. J., & Arthur, M. B. (1993). The motivational effects of charismatic leadership: A self-concept based theory. Organization science , 4 (4), 577-594.
Tichy, N. M., and DeVanna, M. A. (1986). The transformational leader. New York: John Wiley.
Van Dierendonck, D. (2011). Servant leadership: A review and synthesis. Journal of management , 37 (4), 1228-1261.
