Project – An Investigation on the Effects of Servant Leadership on the Employee: A Case Study of ECWA Pyakasa DCC, FCT Abuja
CHAPTER ONE INTRODUCTION:
- Background of Study.
Servant leadership, a term coined by Robert K. Greenleaf in the 1970s, emphasizes the leader’s role as a servant first, prioritizing the needs of employees and encouraging their development and well-being. This leadership style has gained significant attention in organizational studies due to its potential to foster a positive work environment and enhance employee performance. According to Spears (1995), servant leadership is characterized by ten key attributes, including listening, empathy, healing, awareness, persuasion, conceptualization, foresight, stewardship, commitment to the growth of people, and building community. These attributes collectively contribute to a leadership approach that contrasts with traditional, hierarchical models, focusing instead on collaboration and ethical use of power.
Research has shown that servant leadership can have a profound impact on employee satisfaction and organizational commitment. A study by Liden et al. (2008) found that servant leadership positively correlates with job satisfaction, organizational commitment, and employee performance. The study suggests that when leaders prioritize the needs of their employees and foster a supportive work environment, employees are more likely to feel valued and motivated, leading to increased productivity and reduced turnover rates. This aligns with the findings of Van Dierendonck (2011), who highlighted that servant leadership promotes a sense of psychological safety among employees, encouraging them to express their ideas and take risks without fear of negative consequences.
Moreover, servant leadership has been linked to enhanced team dynamics and collaboration. Research by Hu and Liden (2011) indicates that teams led by servant leaders tend to exhibit higher levels of trust, cooperation, and cohesion. This is attributed to the leader’s focus on serving the team and facilitating a culture of mutual respect and support. The study also found that servant leadership can lead to improved team performance, as team members are more likely to share knowledge and work collaboratively towards common goals. This collaborative environment not only benefits the team but also contributes to the overall success of the organization.
In addition to its impact on team dynamics, servant leadership has been associated with fostering a culture of ethical behavior and social responsibility. Ehrhart (2004) suggests that servant leaders, by modeling ethical behavior and prioritizing the welfare of others, can influence employees to adopt similar values and behaviors. This can lead to a more ethical organizational culture, where employees are encouraged to act with integrity and consider the broader impact of their actions. Such a culture can enhance the organization’s reputation and contribute to long-term success.
Despite the numerous benefits associated with servant leadership, some challenges and criticisms have been identified. Critics argue that the emphasis on serving others may lead to leader burnout or neglect of organizational goals (Anderson, 2009). Additionally, the effectiveness of servant leadership may vary depending on the organizational context and the individual characteristics of both leaders and employees. As noted by Parris and Peachey (2013), further research is needed to explore the conditions under which servant leadership is most effective and to identify potential limitations of this leadership style.
Servant leadership offers a promising approach to leadership that prioritizes the well-being and development of employees. The literature suggests that this leadership style can enhance employee satisfaction, team dynamics, and ethical behavior, contributing to organizational success. However, it is important for organizations to consider the potential challenges and contextual factors that may influence the effectiveness of servant leadership. Future research should continue to explore these dynamics and provide insights into how organizations can best implement and benefit from servant leadership practices.
1.2. Statement of the Problem.
Despite its growing popularity and theoretical advantages, there is limited empirical research specifically examining the impact of servant leadership on employees, especially within religious or non-profit organizational contexts. This study seeks to fill that gap by investigating the effects of servant leadership on employee performance and well-being at ECWA Pyakasa DCC, FCT Abuja.
ECWA Pyakasa DCC, like many church-based or religious organizations, is structured around principles of service, collaboration, and community-building. These values resonate deeply with the ideals of servant leadership, which may offer a unique opportunity to explore its practical application and impact in such a setting. However, despite these commonalities, there is a notable lack of research on how servant leadership influences employee outcomes in church-based organizations, particularly in the context of Nigeria. The specific challenges faced by religious organizations, such as balancing spiritual guidance with administrative duties, may affect the way leadership practices are implemented and perceived by employees. Therefore, understanding the influence of servant leadership on employees within this specific organizational framework is crucial.
One of the key challenges in religious organizations like ECWA Pyakasa DCC is the potential disconnect between the spiritual values and the professional environment in which employees operate. While employees are often motivated by a shared commitment to the organization’s mission, their performance may be impacted by leadership styles that either promote or hinder their personal and professional development. Servant leadership, with its emphasis on listening, empathy, and personal growth, may have a profound effect on employee job satisfaction, engagement, and commitment. However, it is essential to assess whether these theoretical benefits translate into real-world outcomes, particularly in terms of employee motivation, productivity, and overall well-being.
Another dimension of the problem is the increasing demand for accountability and transparency in religious organizations, which often rely on volunteer-based or part-time employees. The effectiveness of servant leadership in such contexts could potentially help to address these concerns by fostering an environment of trust and open communication. By focusing on the growth and empowerment of employees, servant leaders may encourage higher levels of commitment and lower turnover rates, which are significant challenges for organizations that rely on non-permanent staff. Therefore, it becomes necessary to explore how servant leadership can contribute to reducing employee turnover, improving organizational commitment, and enhancing overall job satisfaction in religious organizations like ECWA Pyakasa DCC.
Furthermore, the unique cultural and social context in Nigeria, especially in Abuja, may shape the way leadership styles are perceived and practiced. Nigerian workplaces, including religious institutions, have a complex cultural landscape that influences expectations of authority, hierarchy, and employee engagement. Understanding how servant leadership functions within this context can provide valuable insights into the broader applicability of this leadership style in similar settings. It is critical to assess whether employees in ECWA Pyakasa DCC perceive servant leadership as an effective leadership style, and how it influences their attitudes toward their work, colleagues, and the organization’s mission.
This study, therefore, aims to address the gap in knowledge regarding the effects of servant leadership on employees within religious organizations, specifically ECWA Pyakasa DCC in FCT Abuja. By investigating the relationship between servant leadership and employee outcomes such as job satisfaction, performance, and organizational commitment, the study will contribute to the broader understanding of how leadership styles influence employee behavior in non-profit, faith-based organizations. The findings of this research will have practical implications not only for ECWA Pyakasa DCC but also for other similar organizations in Nigeria and beyond, offering insights into how servant leadership can be leveraged to improve employee well-being and organizational performance.
- The Purpose of Study
The aim of the study is to examine an Investigation on the Effects of Servant Leadership on the Employee. The specific objectives are:
- To examine the impact of Servant Leadership on employee job satisfaction.
- To assess the relationship between Servant Leadership and employee motivation.
- To investigate the influence of Servant Leadership on employee engagement levels.
- To analyze the correlation between Servant Leadership and employee performance.
1.4. Research Questions
The research questions are buttressed below:
- What is the impact of Servant Leadership on employee job satisfaction?
- How is Servant Leadership related to employee motivation?
- What influence does Servant Leadership have on employee engagement levels?
- Is there a correlation between Servant Leadership and employee performance?
1.5 Scope of the Study
The study examines an Investigation on the Effects of Servant Leadership on the Employee: A Case Study of ECWA Pyakasa DCC, FCT Abuja.
1.6 Significance of the Study
The significance of this study lies in its potential to offer valuable insights into the application of servant leadership within religious organizations, particularly in the context of ECWA Pyakasa DCC, FCT Abuja. While servant leadership has been widely recognized and studied in corporate and secular settings, its influence in faith-based organizations remains underexplored. By investigating the effects of servant leadership on employees in this unique environment, the study aims to bridge this gap in research and provide a deeper understanding of how leadership styles can shape employee experiences in non-profit and religious settings. The findings could serve as a foundational framework for implementing more effective leadership strategies that foster employee satisfaction, performance, and well-being.
This research is particularly significant in the context of Nigeria, where religious organizations play an integral role in shaping social, cultural, and community dynamics. In many cases, employees in such organizations are motivated by shared religious beliefs and a commitment to the organization’s mission. Therefore, exploring how servant leadership aligns with these values could offer a unique perspective on improving employee engagement, retention, and overall organizational culture. By understanding the ways in which servant leadership influences employee satisfaction and performance at ECWA Pyakasa DCC, this study has the potential to inspire other religious institutions across Nigeria to adopt or refine their leadership practices for greater organizational effectiveness.
Furthermore, this study could contribute to the broader field of leadership theory by expanding the scope of servant leadership research to include non-profit and religious organizations, which are often overlooked in leadership studies. Although much of the literature on servant leadership focuses on its impact in corporate settings, the dynamics of religious organizations may present different challenges and opportunities. By examining the interaction between servant leadership and employee outcomes in this context, the study could provide new perspectives on how leadership can be used to promote positive change in non-profit organizations. The results could, therefore, be a valuable addition to the growing body of knowledge on servant leadership, especially in under-researched environments.
For ECWA Pyakasa DCC itself, the findings of this research could be of direct practical importance. Understanding how servant leadership affects employee attitudes, performance, and well-being could inform the development of more effective leadership training programs, recruitment strategies, and employee development initiatives. If servant leadership is found to positively impact employees, the church could consider adopting it as a formalized leadership model across its various departments. Additionally, the insights gained from this study could help in addressing key challenges such as employee turnover, motivation, and the overall sense of community within the church, thereby enhancing both the spiritual and operational aspects of the organization.
On a broader scale, this study is significant for other religious and non-profit organizations that are struggling to balance leadership effectiveness with employee satisfaction and organizational performance. Many such organizations face challenges related to managing volunteers, part-time staff, and a generally diverse workforce. By exploring how servant leadership can meet the needs of employees in these contexts, the study could provide a roadmap for other organizations seeking to improve their internal dynamics. The results could encourage religious leaders and administrators to adopt leadership practices that are more inclusive, empathetic, and supportive, thereby fostering a more productive and harmonious working environment.
Lastly, the findings of this research have the potential to influence policy and practice within the broader non-profit and faith-based sectors. As many of these organizations operate with limited resources, adopting servant leadership principles could be an effective way to maximize their human capital and ensure long-term sustainability. In a broader societal context, promoting servant leadership could contribute to creating more compassionate, ethical, and effective leadership in all types of organizations, whether religious, non-profit, or even within the public sector. Therefore, this study’s significance extends beyond ECWA Pyakasa DCC, offering important lessons on leadership that could have far-reaching implications for organizational development across various sectors.
1.7 Research Methodology
The research adopted a quantitative research methodology to investigate the effects of servant leadership on employees at ECWA Pyakasa DCC, FCT Abuja. Primary data were collected through structured surveys administered to a sample of employees at the church, aiming to quantify their perceptions of servant leadership and its impact on their job satisfaction, organizational commitment, and overall performance. The survey included Likert-scale questions designed to measure key dimensions of servant leadership, such as empathy, listening, and stewardship, as well as employee outcomes. The data were then analyzed using descriptive and inferential statistical methods. This approach allowed for a clear, data-driven understanding of how leadership practices influenced employee engagement and performance within the organization.
1.8 Definition of Terms
Effects: In the context of this study, “effects” refer to the outcomes or consequences that arise as a result of a specific influence or intervention—in this case, the influence of servant leadership on employees. These effects may include changes in employees’ attitudes, behaviors, job satisfaction, performance, motivation, or organizational commitment. The term emphasizes the direct or indirect impact that servant leadership practices may have on various aspects of employee experience and organizational functioning.
Servant Leadership: Servant leadership is a leadership philosophy in which the primary role of the leader is to serve others. This leadership style emphasizes the well-being, development, and empowerment of team members over the leader’s own personal interests or objectives. Servant leaders prioritize qualities such as empathy, listening, stewardship, humility, and a commitment to the growth of others. The key idea is that by focusing on serving the needs of employees, leaders can foster a more collaborative, supportive, and productive work environment.
Employee: An employee is an individual who works for an organization, typically in exchange for compensation such as wages or salary. Employees contribute to the day-to-day operations and goals of the organization through their skills, expertise, and labor. In this study, “employees” refer to the staff members of ECWA Pyakasa DCC, FCT Abuja, who may be full-time, part-time, or volunteer workers, and whose experiences with leadership are central to understanding the impact of servant leadership on organizational outcomes.
Project – An Investigation on the Effects of Servant Leadership on the Employee: A Case Study of ECWA Pyakasa DCC, FCT Abuja
