The Impact of Servant Leadership on Employee Career Success in Selected Sub-Saharan African Countries
Abstract
Traditionally, servant leaders have been recognized for their ability to foster human and social capital, yet they often struggle with career advancement compared to their self-promoting counterparts. This study, grounded in human capital theory (Becker, 1964; Schultz, 1961), investigates how servant leaders can enhance their organizational status and promotability through informal career mentoring. We tested our model using a sample of 610 leaders across 18 industries and 21 job functions who participated in a leadership development program in selected Sub-Saharan African countries. Data collection involved multi-source assessments: peer evaluations measured servant leadership qualities, direct reports assessed leader mentoring behavior, immediate supervisors evaluated leader status, and superiors determined leader promotability.
The results provide compelling evidence that servant leadership significantly predicts informal mentoring behavior, enhancing leader status and ultimately increasing promotability ratings. Mediation analyses confirm that leader status is crucial in translating servant leadership into career advancement. Additionally, qualitative insights highlight that servant leadership aligns with indigenous leadership values such as Ubuntu, reinforcing its relevance in Sub-Saharan Africa.
These findings contribute to the broader discourse on leadership effectiveness by demonstrating that servant leadership benefits followers and serves as a viable strategy for personal career growth. The study offers practical implications for organizations to incorporate servant leadership principles into leadership development programs, mentorship initiatives, and HRM policies to optimize employee engagement and leadership succession planning.
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