Transformational vs. Servant Leadership: Which Drives Engagement Better? 

By Dasuni Wijerathna, Undergraduate, Faculty of Management, University of Sri Jayewardenepura 

Leadership has always fascinated me not just as a title or position, but as a process that shapes how people feel, perform, and grow. During my studies in management, I’ve explored many leadership models, but two in particular continue to spark debate: Transformational leadership and Servant leadership. Both are people centered, both inspire followership, and both claim to improve engagement. Yet they do so in subtly different ways. 

Through research and reflection, I’ve come to see that the question isn’t simply which is better, but rather which is better for the kind of engagement we want to create. 

Transformational Leadership: Inspiring Vision and Change 

Transformational leadership, first introduced by James MacGregor Burns and later expanded by Bernard Bass, focuses on inspiration, vision, and motivation. Transformational leaders are known for their ability to communicate for a compelling purpose that energizes people to perform beyond expectations. In many studies, this leadership style is linked to higher levels of employee engagement, innovation, and satisfaction. It works because people are not just following instructions; they are emotionally invested in a vision. 

From an HR perspective, transformational leadership thrives in dynamic organizations where change, creativity, and adaptability are key. It aligns with the modern need for purpose-driven engagement where employees feel that their work contributes to something meaningful. However, transformational leadership also has its challenges. The focus on vision can sometimes overlook the individual needs of employees. While leaders inspire from the top, engagement at the ground level still depends on whether people feel personally supported and valued. 

Servant Leadership: Empowering from the Ground Up 

Servant leadership, a concept introduced by Robert Greenleaf, flips the traditional leadership pyramid. Here, the leader’s main goal is to serve others first to prioritize the growth, wellbeing, and success of their team members. In this model, power is shared rather than imposed. Servant leaders listen, empathize, and develop people before they chase results. Research consistently shows that this leadership style builds trust, loyalty, and emotional safety, all of which are essential ingredients of engagement. 

When I first learned about servant leadership, I realized how deeply it connects to human psychology. Employees engage most when they feel heard and cared for. Servant leadership does exactly that it creates a culture where people know their voices matter.In HR terms, this style complements wellbeing, inclusion, and long-term retention strategies. It’s especially effective in environments where collaboration and empathy define success. 

Both transformational and servant leadership enhance engagement, but they do it differently: Transformational leaders drive engagement through vision, motivation, and inspiration. Servant leaders drive engagement through trust, support, and empowerment. 

In many organizations, a transformational leader might ignite enthusiasm for change, but without the humility and care of a servant leader, that energy might fade. Likewise, a servant leader might build strong relationships, but without the strategic vision of a transformational leader, the team might lack direction. 

This is why recent research in leadership studies suggests that the best leaders combine elements of both styles. They inspire like transformational leaders but care like servant leaders. They dream big and listen deeply. 

The HR Perspective: Leading for Sustainable Engagement 

From an HR standpoint, the leadership style that drives engagement best is the one that creates psychological safety and purpose simultaneously. Transformational leadership fuels up purpose employees see the “why” behind their work. Servant leadership fuels safety employees feel they can contribute freely and authentically. 

When organizations balance both, they achieve what scholars call sustainable engagement, the kind that lasts beyond incentives and job titles. HR can play a key role in cultivating this balance by: 

• Developing leaders who combine empathy with strategic thinking. 

• Rewarding behaviors that demonstrate service, not just results. 

• Creating cultures where listening is as valued as leading. 

As a management student, I’ve come to see leadership not as a single model but as a balance of principles. Transformational leadership gives people direction; servant leadership gives them dignity. When combined, they create workplaces where people feel both inspired and supported. 

Engagement doesn’t come from charisma alone it comes from connection. The leaders who truly drive engagement are those who lead with vision and with heart.