- Title
- The relationship between servant leadership, workplace trust, work engagement and workplace wellbeing
- Creator
- Barnard, Patrick Christian
- Subject
- Work environment -- Psychological aspects Organizational behavior
- Subject
- Psychology, Industrial Leadership
- Date Issued
- 2017
- Date
- 2017
- Type
- Thesis
- Type
- Doctoral
- Type
- PhD
- Identifier
- http://hdl.handle.net/10948/14532
- Identifier
- vital:27740
- Description
- Globalization has had a profound impact on the business environment of organizations and on the lives of employees in most countries. Previously sheltered markets were suddenly opened up to intense international competition. Organizations had to improve the efficient and effective utilization of resources to retain and gain market shares. Even organizations which are still prospering today in the face of serious competition, cannot be sure of continued success in the next financial year. Astute owners and managers are acutely aware of the need to continually and consciously seek the competitive edge for their businesses. Market forces exert continuous pressure on organizations and their employees to increase performance to keep up with ever rising demands. Concurrently there are rising pressures from civil society, easily mobilized through social media, for organizational leaders to be more ethical, moral and socially responsible. Employers are currently expected to not only take care of the wellbeing of their employees, but also the wellbeing of the communities in which they operate. The challenge is clearly to find a business model that can increase individual and organizational performance, while at the same time create high levels of wellbeing for employees and thereby creating a spill-over effect to influence the wellbeing of their social environment positively. To this end, the literature was reviewed to identify constructs which could provide a solid ethical and moral managerial foundation, increase performance and create high levels of wellbeing at the same time. Servant Leadership, Workplace Trust, Work Engagement and Workplace Wellbeing were identified as constructs which could fulfill these requirements. As measurement lies at the heart of scientific endeavour, the selection of appropriate measuring instruments was considered to be equally important. The Servant Leadership Survey (Van Dierendonck and Nuijten, 2011), the Workplace Trust Survey (Ferres, 2001), the Utrecht Work Engagement Scale (Schaufeli et al, 2002) and the Work Wellbeing Questionnaire (Parker and Hyett, 2011) were selected as the most suitable instruments. These instruments are deemed to measure the constructs thoroughly through a combined total of 114 items and 18 dimensions. Three primary aims were identified for the study namely, determining the configurational portability of the instruments, investigating the relationships between the variables to determine their direct and sequential effect on wellbeing and establishing whether structural models of the findings could be built. The main findings indicate that each of the variables explain significant proportions of the variance in Work Wellbeing directly as well as indirectly through their effect on the other variables of the study. It seems that these variables contribute to fostering a psycho-organizational climate conducive to increased wellbeing.
- Format
- xxii, 315 leaves
- Format
- Publisher
- Nelson Mandela Metropolitan University
- Publisher
- Faculty of Business and Economic Sciences
- Language
- English
- Rights
- Nelson Mandela Metropolitan University
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NMMU School of Industrial Psychology and Human Resources
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