PERCEPTIONS REGARDING THE IMPACT OF SERVANT LEADERSHIP ON ORGANISATIONAL PERFORMANCE IN THE EASTERN CAPE

Year 2018, Volume: 10 Issue: 1, 46 - 62, 01.01.2018

Roger Muller Elroy Smith Riyaadh Lillah

Abstract

Servant leadership has gained significant popularity in the modern age, and is set
to become progressively more relevant in the future. Servant leadership, however,
remains largely under-researched, with no consensus on a formal definition or
theoretical framework found in the literature. This study sets out to investigate
perceptions regarding the impact of servant leadership on organisational
performance in the Eastern Cape Province. The study utilised the novel approach
of the balanced scorecard (BSC) to measure organisational performance. The
BSC approach consists of measuring perceptions of financial performance,
customer performance, internal process performance, and learning and innovation
performance. A quantitative research design was utilised for the study and yielded
428 usable questionnaires through non-probability convenience sampling. The
empirical results reveal that servant leadership positively and significantly
influenced financial performance, customer performance, internal process
performance, and learning and innovation performance, based on the balanced
scorecard.

Keywords

Servant leadership, organisational performance, balanced scorecard