An assessment of servant leadership in a power utility
Abstract
The aim of this study is to perform an assessment of Servant Leadership (SL) in a
power utility. The purpose for deciding on a topic of this nature is due to the massive
current capital expansion project that is in progress and the major organisational and
operational changes that are currently occurring in the power utility. The power utility
needs to align its strategic direction by focusing on its human capital to ensure
improved business performance. By establishing the desire for Servant Leadership,
employees will determine the organisation’s success or failure in this dynamic
environment.
A quantitative approach in the form of a questionnaire was chosen. The target group
for the study consisted of the entire study sample (n=771) of employees from seven
departments at the power utility. To best suit this study the convenience sampling
technique was chosen.
The study showed that there was a perception gap between employees and
management regarding Servant Leadership in the organisation. Flowing from this a
leadership on-boarding programme was recommended to allow new leaders to
experience, through the use of simulation, a variety of situations in which the power
utility’s leaders are likely to be exposed to during their role as leaders. The content to
be covered will focus on the eight dimensions of Servant Leadership. The study was
concluded by addressing the achievement of all the objectives and, based on the
limitations, conclusions and recommendations of this study, several suggestions
regarding future research were made.