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Perceived servant leadership: the impact of servant leadership on intrinsic and extrinsic job satisfaction

Perceived servant leadership: the impact of servant leadership on intrinsic and extrinsic job... PurposeThe purpose of this study is to assess the impact of perceived servant leadership on the intrinsic and extrinsic job satisfaction of followers.Design/methodology/approachData was gathered from the responses of 205 employees working in service- sector organizations in Kuwait as part of a larger questionnaire survey on employee satisfaction and leadership. Servant leadership was then measured using Liden’s (2008) 28 item servant leader instrument and analyzed using factor analysis and structural equation modeling.FindingsThe results suggest that the seven factor model proposed by Linden (2008) is shown to be valid in this study with good reliability. In addition a second-order factor analysis showed strong positive correlations were found between servant leadership and both intrinsic (0.69) and extrinsic (0.08) job satisfaction.Practical implicationsPromoting altruistic approaches to leadership which increases extrinsic and intrinsic job satisfaction will have a positive effect on the organizational goals. Leaders should be made aware of this so they can put interventions in place to improve overall performance.Originality/valueThis paper is of value as research examining the relationship between servant leadership and job satisfaction has been limited so it adds to the body of knowledge with particular relevance to the nature of this relationship in the service sector in the Middle East. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Human Resource Management International Digest Emerald Publishing

Perceived servant leadership: the impact of servant leadership on intrinsic and extrinsic job satisfaction

Human Resource Management International Digest , Volume 28 (2): 3 – Feb 28, 2020

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0967-0734
DOI
10.1108/HRMID-11-2019-0267
Publisher site
See Article on Publisher Site

Abstract

PurposeThe purpose of this study is to assess the impact of perceived servant leadership on the intrinsic and extrinsic job satisfaction of followers.Design/methodology/approachData was gathered from the responses of 205 employees working in service- sector organizations in Kuwait as part of a larger questionnaire survey on employee satisfaction and leadership. Servant leadership was then measured using Liden’s (2008) 28 item servant leader instrument and analyzed using factor analysis and structural equation modeling.FindingsThe results suggest that the seven factor model proposed by Linden (2008) is shown to be valid in this study with good reliability. In addition a second-order factor analysis showed strong positive correlations were found between servant leadership and both intrinsic (0.69) and extrinsic (0.08) job satisfaction.Practical implicationsPromoting altruistic approaches to leadership which increases extrinsic and intrinsic job satisfaction will have a positive effect on the organizational goals. Leaders should be made aware of this so they can put interventions in place to improve overall performance.Originality/valueThis paper is of value as research examining the relationship between servant leadership and job satisfaction has been limited so it adds to the body of knowledge with particular relevance to the nature of this relationship in the service sector in the Middle East.

Journal

Human Resource Management International DigestEmerald Publishing

Published: Feb 28, 2020

References