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

Abstract

Purpose

The purpose of this study is to assess the impact of perceived servant leadership on the intrinsic and extrinsic job satisfaction of followers.

Design/methodology/approach

Data 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.

Findings

The 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 implications

Promoting 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/value

This 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.

Citation

(2020), "Perceived servant leadership: the impact of servant leadership on intrinsic and extrinsic job satisfaction", Human Resource Management International Digest, Vol. 28 No. 2, pp. 27-29. https://doi.org/10.1108/HRMID-11-2019-0267