Servant Leadership’s Impact on Profit, Employee Satisfaction, and Empowerment within the Framework of a Participative Culture in Business

by David Jones
published by Business Studies Journal, 2012
Ref BSJ04-04

Servant Leadership’s Impact on Profit, Employee Satisfaction, and Empowerment within the Framework of a Participative Culture in BusinessServant leadership has gained an enormous amount of popularity in organisations and is seen as a way for leaders to become more efficient, principled, and employee-focused. Yet, writes the author of this article, there is little empirical research to back up the claims.

Harrison, Newman and Roth (2006) indicated that the foundation of servant leadership is not established on the more traditional power model of leadership, but on the notion that by serving others and helping them to grow and develop as individuals, the overall effectiveness of the institution is enhanced. Its focus on culture-building and empowerment leads to greater profits.

The qualitative interview-driven study described in this article attempted to establish empirical evidence for these claims and included in-depth interviews with 21 self-identified servant leaders.

The research results set out in the article suggest that servant leadership leads to bigger profits due to reduced turnover and increased organisational trust. In addition, employee satisfaction increased where leaders see themselves as servants first. 

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About the authors

David Jones is Associate Professor Business Administration at Lenoir-Rhyne University Center for Graduate Studies of Asheville, US.

 

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