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.