The Purpose of this study is to examine the similarities and differences of transformational, transactional and servant leadership theories, and also to examine the contribution those theories make to the understanding of leadership in the case of Mali. The differences between the transformational, transactional and servant leadership styles have significant implications concerning organizational change management. First, transformational leaders have a stronger focus on intellectual stimulation than transactional and servant leaders. Transactional leaders are willing to work within existing systems and negotiate to attain goals of the organization. They tend to think inside the box when solving problems. Servant leader emphasize developing their followers’ personal potential and facilitating their personal growth whereas, transformational leaders emphasize enhancing employees’ innovation and creativity. These differing attributes are analysed in this article to determine which style promises to be more effective in implementing Malians’ organizational change management.
Assessment, Leadership Style, Organizational Change, Management, Transformational, Transactional, Servant Leadership, Mali
