Intro

There are a number of styles of leadership that aren’t innately bad or good, they are namely just
different. They all have their own pros and cons and appropriate use in different situations.
Intrinsically, a leader is someone who guides or influences others through their actions or
behaviours but anyone can be a leader. I will be talking about Servant Leadership and
Transformational Leadership, they both similar yet different in their own ways.

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Transformational Leadership

The term “Transformational leadership” was first coined by James V. Downton in 1973 and
expanded by James MacGregor Burns, (Leadership,1978) who introduced the concept of
transformational leadership researched on political figures and further expanded by Bernard M. Bass
in 1985.

According to Burns, this form of leadership appears when “leaders and followers make each other
advance to a higher level of moral and motivation.” Through the strength of their visions and
personality, transformational leaders are able to inspire followers to change expectations,
perceptions, and motivations to work towards common goals. Transformational Leadership was
used by prominent figures like Mahatma Gandhi and Nelson Mandela. And hence was often linked to
the Servant Leadership philosophy.

By definition, transformational leadership’s approach causes positive change in an individual and in

the social structure. In theory of leadership style, transformational leadership encourages, inspires
and motivate their followers, creating an environment open to innovation and creativity.
Transformational leaders are generally full of energy, enthusiasm and passion.

Bernard M. Bass’s Transformational Leadership Theory (1985), an expansion of Burn’s original ideas
suggested there were four different factors of transformational leadership (also know as the “four
I’s)-

1) Intellectual Stimulation – Encourages followers to be creative and explore new ways to think out
of the box for the company and for themselves

2) Individualized Consideration - Transformational leaders have open communications with

individual followers and always an open door for them to approach them

3) Inspirational Motivation – With a clear vision to conveyed to their followers for them to follow
suit with the same vision and passion.

4) Idealized Influence – Serving as role model to their followers, they are deeply respected by their
team. Followers will emulate or imitate them to become the leader as their role model.

Body

When I met Tony Wong, I was newly hired to his team in a shipping company, IMC Industrial Group.
Tony is the Director of New-buildings, one of the largest shipowners in Asia. Tony, an ex-commander
with the Malaysian Navy, is a charismatic man, very strict but an admirable and influential person in
the shipbuilding industry in Singapore, Japan and China. It has been 7 years since our first meeting
and till today, I am still learning lots from him, from shipbuilding to ship management and even how
to write like a true gentleman in an email correspondence within the Merchant Navy Association
whom he had introduced me into. A true mentor, he has aspired many younger individuals like
myself into learning more and supporting on the seafarers and the Merchant Navy. The MNA
Singapore was established circa 2014 and is a recognised branch by National MNA UK, from a group
of 7 ex-RNA and seafarers, to numbers in the hundreds now in Singapore who want to raise public
awareness on behalf of the merchant seafarers to form a nationwide consensus of the needs of the
seafaring community. Under the hands of Tony, who contributed most to recruiting and
encouraging new and young seafarers and even those who are shore-based, like myself. From a
marketing executive, I am now a business development manager, under the tutelage of Tony.

In Burn’s Leadership theory (Burns,1978), he defined the mutual help between the leaders and
followers boost and advance motivation level and enthusiasm “In real life, the most practical advice
for leaders is not to treat pawns like pawns, nor princes like princes, but all persons like persons.”
Tony’s vigour and passion towards the Merchant Navy Association SG is truly commendable. He will
always encourage the younger members to attend the memorial events that are happening and
explaining on how it all started. He also started a fund-raising program within the Association,
sending half the collection towards national (UK) and other half to a local organisation supporting
seafarers. Tony might not have article or news report on what he has done, however, his positive
attitude, humbleness, morality, communication skills, presence and clear visions are all attributes to
what a Transformational Leader have, in my book. He’s a true leader. Here’s a link to his public
Facebook account.

Conclusion

(to be discussed and added)

References:-

Burns, J. M. (1978). Leadership (1st ed.). Harper Torchbooks.

Bass, B. M. (1985). LEADERSHIP AND PERFORMANCE BEYOND EXPECTATIONS. Free

Press.

Maxwell, J. C., & Covey, S. R. (2007). The 21 Irrefutable Laws of Leadership: Follow Them

and People Will Follow You (10th Anniversary Edition) (Revised&Updated ed.).

HarperCollins Leadership.

Downton, J. V. (1973). Rebel leadership: Commitment and charisma in a revolutionary

process. New York: Free Press.