| Abstract: | Other orientation is defined as “the extent to which individuals are concerned with the welfare of others” (Meglino & Korsgaard, 2007, p. 59). Other‐oriented leaders focus their attention on organizational objectives coupled with a human resource emphasis, whereas rational self‐interested leaders concern themselves with organizational objectives coupled with self‐emphasis. This quantitative study examines philanthropian and servant leadership, which are other‐oriented leadership approaches, and transactional leadership, which is a rational self‐interested leadership approach, to determine the effectiveness of the approaches in the 21st century. This study further examines the results of a hermeneutic phenomenological study of philanthropian leadership that introduced a new other‐oriented leadership model. This study focuses on leadership preferences of leaders, employees, and third‐year undergraduate business students to determine if there is a significant difference between preferences among groups for other‐oriented and rational self‐interest‐oriented leadership approaches. |
