Bass, Jung, Avolio, and Berson (2003) argue that there is a positive relationships between transformational leadership and subordinates’ motivation, job satisfaction, and job performance. Peterson, Galvin, and Lange (2012) argue that servant leaders focus on the long-term prosperity of the organization and the development of their employees. In doing that, servant leader activate an exchange process in which employees respond by better performance, and not just on the individual level but rather on behalf of the company as whole. Moreover, they emphasize on the importance of integrity as these leaders promote a good culture and strong organizational commitment among employees, which can lead to improve the performance of the company. Further, founder CEOs are more likely to be servant leaders despite the previous research that shows 50% of founders will no longer be CEO after three years. Gardner, Avolio, Luthans, May and Walumbwa, (2005) argue that authentic leaders have the ability to impact follower’s engagement, as well as job performance and development due only to their authentic character. Also, authentic leaders are individuals that are aware of their values, perceptions, …show more content…
They found that narcissistic leaders are less likely to care for the organization as a whole and less likely to embrace servant leadership. In addition, CEOs who founded their companies have stronger relationship with the organization and employees, therefore, are more likely to be servant leaders. Gardner et al., (2005) assert that an authentic leader must acquire authenticity through self-awareness. The perception of this article that most authentic individuals will emerge as leaders is based on the assumption that one’s authentic self is just, honorable and beneficial to followers, and that follower will have the desire to support the leader and what they