Date
5-25-2023
Department
School of Behavioral Sciences
Degree
Doctor of Philosophy in Psychology (PhD)
Chair
Robin Rippeth
Keywords
servant leadership, job satisfaction, job performance, turnover intention, outsourcing, pharmaceutical, manufacturing
Disciplines
Psychology
Recommended Citation
Anthony, Jennifer, "Investigating the Relationship between Employee Perceptions of Servant Leadership and Employee Job Satisfaction, Employee Job Performance and Employee Turnover Intention in an Outsourcing Pharmaceutical Contract Manufacturing Company" (2023). Doctoral Dissertations and Projects. 4523.
https://digitalcommons.liberty.edu/doctoral/4523
Abstract
Research has begun to recognize the importance of leadership in developing strategies geared towards improving job satisfaction and employee performance while at the same time reducing turnover intention. The purpose of this quantitative correlational-predictive study was to explore servant leadership principles and its relationship with job satisfaction, job performance and employee turnover intention. Specifically, the researcher sought to understand: 1) whether there was a relationship between employee’s ratings of their manager’s servant leadership style and employee job satisfaction, employee job performance and employee turnover intention, and 2) determine if, and to what extent the specific dimensions of Van Dierendonck and Nuijten’s (2017) 18-item servant leadership instrument predict employee intrinsic, extrinsic, and overall job satisfaction. Data was collected from 194 employees. Participants in the survey included 57 females and 43 males. There were several applicable statistical conclusions drawn from the research as it pertains to servant leadership namely: a) the Pearson’s correlation coefficient indicated that servant leadership has a strong positive relationship with job satisfaction (r (86) = .731, p < .001) and employee turnover intentions (r (86) =. -414, p < .001, b) linear regression analysis showed that servant leadership predicts overall job satisfaction (R² =. 536, p < .001) which means that 53.6% of job satisfaction is attributed to servant leadership. Together, these findings are consistent with past research which used Van Dierendonck and Nuijten’s (2017) 18-item servant leadership instrument to investigate the same variables but in different industries. Findings did not reveal that a relationship existed between servant leadership and job performance. Further research in this area is recommended. This study contributes new knowledge into the academic and outsourcing pharmaceutical manufacturing industry. By providing a snapshot of how servant leadership principles impact job satisfaction and turnover intention, leaders and decision makers now have empirical evidence to introduce this leadership model into the outsourcing pharmaceutical manufacturing industries and similar industries as a viable leadership model aimed at improving both employee job satisfaction and turnover intention.
