Date of Conferral

8-13-2025

Degree

Ph.D.

School

Management

Advisor

Robert Haussmann

Abstract

Employees who suffer from telework often experience physical and psychological isolation, anxiety, loss of sleep, stressors, and burnout. The availability of digital spaces with advancements in information and communication technologies has created a trend of accepting teleworking in many job functions and industries. Managing these digital teams following the enhanced deployment of telework during the years affected by COVID-19 is a primary concern to prevent poor working conditions and deteriorating mental health for teleworking employees. The purpose of this quantitative correlational study was to examine the relationship between servant leadership and job satisfaction and personal well-being of teleworking employees in the United States. Servant leadership and job-demands resource theories grounded this study. The participants comprised 368 teleworking employees across the United States. They completed the Servant Leadership Scale short version, Copenhagen Psychosocial Questionnaire third version, and the Psychological General Well-Being Index short version. The results of the hierarchical multiple regression were statistically significant, R² = .52, F(2, 194) = 105.47, p < .001, adjusted R² = .52. There is a statistically significant relationship between servant leadership and job satisfaction and personal well-being of teleworking employees. Understanding this relationship can help virtual team leaders revise their leadership strategies and curriculum to emphasize the follower-centric aspects of servant leadership. The implications for positive social change include the potential for organizational leaders to apply servant leadership to remote-working environments, increasing teleworking employees’ job satisfaction and well-being within the United States.

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