Abstract
Followers are likely to model leader behaviours when leaders are perceived to possess desirable qualities. The role modelling process through social learning theory has elaborated on the impact of servant leadership on followers’ performance by fostering positive team environments characterised by a service climate. Employees engage with ease in their work if they are aware of the strategic priorities of their organisation and how their work is aligned to the vision and goals of an organisation. The research question of this study aimed to investigate if there is a predictive relationship between servant leadership and an employee’s work engagement. A quantitative, cross-sectional survey research approach was adopted. The self-administered questionnaire consisted of three sections, namely: Biographical, The Utrecht Work Engagement scale (UWES), and the Liden, Wayne, Zhao and Henderson (2008) servant leadership scale for collection data. A total of N = 134 responses was used. Descriptive statistics mean standard deviations, skewness, kurtosis and Cronbach alpha confidents were calculated. Structural equation modelling was used with the help of Mplus to test the original theoretical factorial structure of UWES and the servant leadership scales with the empirical data...
M.Phil. (Leadership Coaching)