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

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