Comparison between Servant and Authoritative Leadership And their relationship with employee performance

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Acknowledgement

I would take this opportunity to thank my research supervisor, family and friends for their support and guidance without which this research would not have been possible.

DECLARATION

I, [type your full first names and surname here], declare that the contents of this dissertation/thesis comprise my own unaided work, and that the dissertation/thesis has not previously been submitted for academic examination in the direction of any qualification. Furthermore, it comprises my own attitudes and not inevitably those of the University.

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Table of Contents

CHAPTER 1: INTRODUCTION5

Overview5

Performance theory5

Purpose of study9

Significance of study9

Operational Definitions10

Hypothesis10

Problem Statement11

Aims and Objectives of Study11

CHAPTER 2: LITERATURE REVIEW12

Trust in authority and worker Performance18

The effect of changed paid work relationships on trust20

The importance of trust in leaders23

Moral distinction28

Focus distinction31

Motive and mission distinction32

Development distinction33

Influence distinction34

Summary36

CHAPTER 3: METHOD37

Overview37

Research setting37

Selection of organization39

Data collection strategies40

Sample characteristics40

Instrument and measure41

Demographics42

Performance Evaluation-(DV)42

Leadership Style-SL & AL - (IV)43

CHAPTER 4: FACTS AND FIGURES INVESTIGATION AND DISCUSSION44

Data Analysis44

Results45

CHAPTER 5: CONCLUSION OF THE STORY48

Limitations of study49

Suggestions for future research50

Conclusion50

REFERENCES52

APPENDIX A65

Appendix B:70

Chapter 1: Introduction

Overview

This research will compare the relationship between servant leadership and authoritative leadership and the leadership style with the greatest impact on the enhancement of the employee's performance. Servant leadership (SL) and authoritative leadership (AL) are identified as the independent variable and employee performance (EP) is identified as the dependent variable.

Performance theory

Typically, an organization can improve employee productivity by providing excellent benefits in the form of monetary compensation, health benefit and retirement benefit. Furthermore, most organizational leaders recognize the competitive advantage employees contribute to the organization. Hence, as Montgomery and Collis (1995) stated each employee's performance has been shown to have a positive impact on organizational performance. Also, each employee plays a role in organizational success by being one of the main key to their assets thus, excellent human resource management leads to an increase in employee productivity (Montgomery and Collis, 1995).

In addition, employee performance can be influenced by various factors. For instance; the organizational culture, which has an important effect on the morale and motivation of employees, is a pattern of basic assumptions that are taught to new employees as the way to perceive, think and feel in the organization. Thus, organizational culture can encourage the same way of thinking amongst employees instead of creating a diversity of thought processes and dynamics which could provide a new and competitive platform for employee performance. Also, other factors that contribute to performance of employees can be internal and external, external factors such as employee selection, employee's job task as moral issues can easily have an impact on the way one will perform in an organization. Even though organizations have no control or little control over external factors such as family issues; funding for salaries can also have an impact on the performance of employees in an organization. Each individual's performance differs from others. Some are accustomed to less bureaucratic style of leadership whiles others have exposed to democratic style of leadership (Johnson, 1995). According to Cummings and Schwab (1973), ...