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Analiză Comparativă - Servant Leadership Şi Leadership Transformaţional

  • Andreia ISPAS


    (Facultatea de Economie şi de Administrare a Afacerilor, Universitatea de Vest din Timişoara, România)

  • Adriana Elena TEBEIAN


    (Facultatea de Economie şi de Administrare a Afacerilor, Universitatea de Vest din Timişoara, România)

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    Servant Leadership (Greenleaf, 1970) and Transformational Leadership (Burns, 1978) are the main subjects in organizational research beginning with the ’70. During this period the ideas where conceptualized, studies where done to observe the effects of applying the styles inside the organizational environment, the impact on individual and group performance. During the same period were also formulated principles, characteristics and conceptual models for their implementation. Among the well-known forms of leadership, transformational and servant leadership are the most desirable forms inside organizations. The purpose of this paper is to make a comparative analysis of the two concepts of leadership through the dynamics of the concepts, the features, characteristics and principles with the main focus on common elements, what is distinctive for each of the two styles, what makes the difference between transformational leadership and servant leadership. The method used is qualitative research based on comparative analysis. By this article we wanted to shape some arguments to sustain the feasibility of the two concepts inside different organizational contexts in Romania (hotel industry and automotive industry).

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    Article provided by Editorial Department, Fundația Română pentru Inteligența Afacerii in its journal Management Intercultural.

    Volume (Year): (2012)
    Issue (Month): 25 (May)
    Pages: 4-10

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    Handle: RePEc:cmj:interc:y:2012:i:25:ispasa&tebeiana
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