Distinguishing Between Servant Leadership and Authentic Leadership

Abstract

Some scholars have stated there is a distinct difference between authentic versus inauthentic leadership (Shamir and Eilam, The Leadership Quarterly, 16, 395–417, 2005). Still other scholars have indicated servant leadership involves aspects of authenticity or a state of being authentic (Hotep, Journal of Pan African Studies, 3, 11–26, 2010; Malphurs, Being leaders: The nature of authentic Christian leadership. Grand Rapids: Baker Books, 2003). At first glance, the two concepts of authentic leadership and servant leadership may seem very similar, closely related (Avolio and Gardner, Leadership Quarterly, 16, 315, 2005), or almost interrelated, or that one may be considered subordinate to the other. Upon closer examination, the two appear to be quite distinguishable from one another. The purpose of this chapter is to provide a cross-sectional conspectus of the servant leadership construct in comparison to authentic leadership. Included are operational definitions of authentic leadership, transformational leadership, and servant leadership to provide discernable working distinctions between each construct based upon content discussed in previous chapters. Further, this chapter classifies fundamental details regarding the origin and progression of servant leadership as a distinct construct from authentic leadership. Then this chapter will discuss prevailing servant leadership themes found in academia, in theological/scripture, and among a sampling of worldviews. Finally, this chapter closes with a summarized comparison between servant leadership along with implications for research and praxis.