Servant Leadership and Meaningfulness at Work: The Contingency Effect of Leader Ethical Sensitivity

Authors

  • Seerat Fatima
  • Prof. Dr. Mueen Aezaz Zafar

Keywords:

servant leadership, meaningfulness at work, ethical sensitivity, contingency effects

Abstract

Drawing from research on meaningfulness at work, contingent
leadership, and ethicality, the authors investigate the relationship
between servant leadership and meaningfulness at work, as well as
how this relationship might be moderated by leader’s ethical
sensitivity. Data captured from 154 employees of companies from
different sectors show that servant leadership enhances
meaningfulness, especially at higher levels of leader’s ethical
decision making capability. These findings have significant
implications for HRD research and practice.

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Published

2018-06-30

How to Cite

Fatima, S. ., & Zafar, P. D. M. A. . (2018). Servant Leadership and Meaningfulness at Work: The Contingency Effect of Leader Ethical Sensitivity. Pakistan Journal of Social Sciences, 38(1), 12-22. Retrieved from http://pjss.bzu.edu.pk/index.php/pjss/article/view/569