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Servant Leadership in the Public Sector: Employee Perspective

Author

Listed:
  • Neale J. Slack

    (Fiji National University)

  • Gurmeet Singh

    (The University of The South Pacific)

  • Jashwini Narayan

    (The University of The South Pacific)

  • Shavneet Sharma

    (The University of The South Pacific)

Abstract

The purpose of this study is to explore how servant leadership affects public sector employee engagement, organisational ethical climate, and public sector reform, of two public enterprises, in the under-researched public sector of a Small Island Developing State (SID) - Fiji. Qualitative, longitudinal, case studies examined the servant leadership experience of employees of two public enterprises. Data was collected from employees of both public enterprises through in-depth interviews and participant observations, and was thematically analysed. Pre-existing conditions of both enterprises, and lack of employee familiarity with servant leadership, resulted in different levels of employee acceptance of servant leadership, which affected employee engagement, organisational ethical climate, and public sector reform.

Suggested Citation

  • Neale J. Slack & Gurmeet Singh & Jashwini Narayan & Shavneet Sharma, 2020. "Servant Leadership in the Public Sector: Employee Perspective," Public Organization Review, Springer, vol. 20(4), pages 631-646, December.
    • Handle: RePEc:kap:porgrv:v:20:y:2020:i:4:d:10.1007_s11115-019-00459-z
    DOI: 10.1007/s11115-019-00459-z
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    References listed on IDEAS

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    1. Dirk Dierendonck & Kathleen Patterson, 2015. "Compassionate Love as a Cornerstone of Servant Leadership: An Integration of Previous Theorizing and Research," Journal of Business Ethics, Springer, vol. 128(1), pages 119-131, April.
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