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Original Research
The influence of emotional intelligence and trust on servant leadership
Submitted: 25 April 2013 | Published: 03 April 2015
About the author(s)
Marieta du Plessis, University of the Western Cape, Department of Industrial Psychology, South AfricaZani Wakelin, Industrial Psychologist, Sydney, Australia
Petrus Nel, Department of Industrial Psychology, University of the Free State, South Africa
Abstract
Research purpose: The objective of this research was to investigate the relationships between servant leadership, emotional intelligence and trust in the manager. A model depicting a sequential process of interrelationships amongst the constructs was proposed.
Motivation for the study: Organisations worldwide acknowledge the role that leadership and emotions play in psychological and physical well-being, as well as job performance of employees. Therefore, organisations need valid and workable interventions to assist their employees to function optimally in the work environment. By understanding the sequential relationships between servant leadership, emotional intelligence and trust, suggestions for such interventions were put forward.
Research approach, design and method: Both survey and statistical modelling methodologies were employed to guide the investigation. Standardised questionnaires were used to measure the three different constructs, based on the responses of 154 employees on a composite questionnaire.
Main findings: A high level of reliability was found for all the measurement scales utilised.The results of the structural equation model indicated that emotional intelligence and trust in the manager affected servant leadership.
Practical/managerial implications: Emotional intelligence training should form part of a necessary component in the development of servant leaders. Sufficient time should also be given to aspirant servant leaders to build relationships when coaching and mentoring their subordinates in order to build trust.
Contribution/value-add: The model of sequential relationships between the constructs assists in understanding the antecedents of servant leadership in the work environment.
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