THE EFFECTS OF TRANSFORMATIONAL AND SERVANT LEADERSHIP ON EMPLOYEE WORK-LIFE EFFECTIVENESS
Maren Dollwet
University of West Florida
Master of Arts (MA), University of West Florida
2010
Metrics
5 File views/ downloads
68 Record Views
Abstract
Having a healthy balance between one's work and personal life increases job and family satisfaction, well-being, and organizational commitment (Carlson, Kacmar, Holliday Wayne, & Grzywacz, 2006). Leaders are influential shapers of the work-family climate in organizations as their support is oftentimes needed for employees to achieve a good work-life balance (O'Neill et al., 2008). Different leadership styles could lead to different leader behaviors and thereby affect employee work-life balance. This study compared the influence of perceived transformational and servant leadership styles on employee reports of work-life effectiveness. Of the 66 participants, 49 females and 17 males employed at a southeastern university, completed surveys on their supervisors' perceived leadership style, family supportive supervisor behaviors (FSSBs), and other variables related to work-life effectiveness. Perceived servant and transformational leadership styles were both positively related to FSSBs, employees' well-being, job satisfaction, and relationship with supervisor. As hypothesized, perceived servant leadership was a stronger predictor for FSSBs and employees' reported relationship with their supervisor than transformational leadership. Thus, even though these leadership styles are highly related to one another, there seem to be distinct differences which favor servant leadership in terms of promoting employee work-life effectiveness.