Date of Conferral
2023
Degree
Ph.D.
School
Management
Advisor
Holly Rick
Abstract
There is little known about the impact of servant leadership style on organizations and limited research examining social exchange theory related to employees’ perceptions. The purpose of this quantitative, correlational research study was to examine social exchange theory related to employees’ perceptions of servant leadership style, employee empowerment, and employee resistance within small businesses. The general management problem is employees' perceptions of servant leadership style, employee empowerment, and employee resistance that these perceptions could decrease employee engagement in small businesses. Because influencing employees’ perceptions could lead to positive work outcomes and attitudes, this study addressed the relationship between employees’ perceptions of servant leadership style, employee empowerment, and employee resistance. The Employee Empowerment Scale, Resistance to Change Scale, and Servant Leadership Scale were used to collect data from 176 respondents. The data analysis technique involved linear regression using ANOVA. A significant relationship existed among the variables and a positive relationship existed between servant leadership style and employees’ perceptions of empowerment. Servant leadership style increased employee resistance which could have a negative impact on the organization. A recommendation is to survey managers in addition to frontline employees. The positive social change impact of the study could influence leaders to empower employees to become more engaged, positively impacting organizational goals and profitability.
Recommended Citation
Ojeda, Michael J., "The Examination of Servant Leadership Style on Employee Empowerment and Employee Resistance" (2023). Walden Dissertations and Doctoral Studies. 13668.
https://scholarworks.waldenu.edu/dissertations/13668
