Servant leadership and work -related outcomes: A multilevel model
This quantitative study examined the outcomes of servant leadership in 231 workers in three Midwest business settings that had demonstrated organizational initiatives addressing workplace wellness. Quantitative survey methods were utilized through valid and reliable instruments to reveal the relationships between servant leadership behaviors of supervisors and followers' levels of state hope, sense of coherence, wellness, tedium, engagement, trust in organization, and trust in manager. At the individual level, all five servant leader subscales demonstrated significant relationships with one or more outcome variables. This research revealed a significant predictive relationship between the five servant leader factors of altruistic calling, emotional healing, organizational stewardship, persuasive mapping, and wisdom and eight of the eleven work-related outcomes.
Significant positive correlations were identified between altruistic calling and comprehensibility, meaningfulness, trust in supervisor, and engagement, and a significant negative correlation with mental exhaustion. Higher persuasive mapping was significantly related to enhanced trust in organization, trust in supervisor, and manageability. Greater organizational stewardship was linked to increased engagement and trust in organization. Enhanced emotional healing resulted in greater trust in supervisor. Wisdom explained increased hope and trust in supervisor to a significant degree. Significant variance could not be explained in this model for physical exhaustion, emotional exhaustion, and wellness.
Group level effects were analyzed for each dependent variable outcome and the five servant leader subscales as independent variables. Empirical findings are discussed, and implications for research and practice are presented.
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