Title: Servant Leadership as a Catalyst for Organizational Performance
Authors: Tobi Solomon and Agbavwe O. Emmanuel
Volume: 9
Issue: 2
Pages: 183-189
Publication Date: 2025/02/28
Abstract:
Servant leadership, a leadership philosophy emphasizing service to employees, has gained prominence due to its positive impact on organizational performance. This study aimed to investigate the relationship between servant leadership and key organizational performance indicators, including employee satisfaction, organizational trust, and financial outcomes. A quantitative research design was adopted, utilizing surveys from employees across various industries. Statistical analyses, including correlation and regression techniques, were employed to determine the strength of relationships among variables. The findings revealed that servant leadership significantly enhances employee satisfaction (r = 0.78, p < 0.01), organizational trust (r = 0.72, p < 0.01), and productivity (r = 0.69, p < 0.01). Moreover, regression analysis showed that servant leadership explains 62% of the variance in organizational performance (Rē = 0.62, F = 85.23, p < 0.01), highlighting its critical role in fostering a high-performance work environment. These results align with existing literature, confirming that organizations implementing servant leadership principles experience better engagement, reduced turnover, and enhanced financial performance. However, this study acknowledges potential limitations, such as industry-specific variations, and suggests further research to explore contextual influences. Based on the findings, organizations are encouraged to integrate servant leadership practices to drive sustainable growth and employee well-being.