Servant leadership: Is this the type of leadership for job satisfaction among healthcare employees?

Pages: 210-212
David Bennett (School of Business and Management, University of the Commonwealth Caribbean, Kingston, Jamaica )
Roquel Hylton (Graduate of the School of Business, University of the Commonwealth Caribbean, Kingston, Jamaica )

In today’s healthcare industry the servant leadership model tends to provide a distinctive way through which to examine leadership behaviors and its relationship to job satisfaction among employees. Thus, this current study attempted to investigate the relationship between job satisfaction and servant leadership characteristics in a public health care facility/hospital in the Southern Caribbean. Convenience sampling has been used to draw a sample of public healthcare employees. 50 medical participants completed hard copies of two survey instruments: Executive Servant Leadership Scale (ESLS) developed by Reed, Vidaver-Cohen, and Colwell (2011) and the Job Satisfaction scale developed by Lucas, Babakus, and Ingram (1990). The Pearson’s r correlation was used to determine the relationship between these two variables. The results indicated a moderately positive significant relationship between overall job satisfaction and overall servant leadership. That is, rs(50) = 0.493, p < 0.01. Further, the study found that though there was a positive correlation found between the interpersonal support component of servant leadership and job satisfaction. This was rs(50) = 0.535 p < .01. However, a more positive correlation found between the overall and the altruism component of servant leadership. This was rs(50)=0.634, p < .01.