Date of Conferral

5-10-2024

Date of Award

May 2024

Degree

Ph.D.

School

Management

Advisor

THOMAS BUTKIEWICZ

Abstract

Workplace engagement with the Gen Z cohort born between 1995 and 2012 continues to be a challenge within the United States. The specific research problem addressed through this study was that it remained unknown whether the servant leadership characteristics exhibited by organizational leaders impacted Gen Z employees’ workplace engagement in Florida. These seven servant leadership characteristics include: (a) emotional healing, (b) creating value for the community, (c) conceptual skills, (d) empowering, (e) helping subordinates grow and succeed, (f) putting subordinates first, and (g) behaving ethically. Greenleaf’s servant leadership theory, Blau’s social exchange theory, and Khan’s employee engagement theory grounded this study’s theoretical framework. Data from this quantitative correlational study were collected from 166 Gen Z individuals employed full-time for at least one year and were analyzed using Pearson’s correlation and multiple regression techniques. Results from the correlation and multiple regression models were significant. The key results indicated a positive correlation between servant leadership and Gen Z workplace engagement. Using multiple regression techniques, when each of the seven dimensions was tested while controlling all others; however, only emotional healing, conceptual skills, and helping subordinates grow and succeed were significant. The findings suggested servant leadership characteristics are critical to Gen Z workplace engagement. The implications for positive social change are that relationships between servant leaders and followers cultivated through social exchange may result in a higher level of commitment to leaders, positively impacting organizational performance and extending to families and communities.

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