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Shane Sokoll
A relationship between employee commitment to a supervisor and reduced levels of employee turnover has been found in previous research studies (Vandenberghe & Bentein, 2009). Since turnover is often associated with high costs, understanding how to retain valuable human resource talent is of increasing importance. In this study, Fields and Winston’s (2010) servant leadership instrument, Becker, Billings, Eveleth, and Gilbert’s (1996) employee commitment to a supervisor scale, and Stogdill’s (1963) supervisor initiation of structure subscale are used to measure the predictive effect of servant leadership on employee commitment to a supervisor, beyond the effect of a supervisor’s task-oriented behavior. One hundred and forty nine of 207 fulltime employees from a university in the U.S. responded to a web-hosted survey that was distributed via email. A multiple regression analysis was conducted that controlled for employee age, employee tenure with the supervisor, employee gender, employee/supervisor gender similarity/dissimilarity, and supervisor task-oriented behavior. Servant leadership was found to have a significant (p < .001) effect on employee commitment to a supervisor, shown by an increased R-Square value of 0.224 (22.4%). This study adds empirical evidence to the construct validity of servant leadership theory and the positive influence said behavior has on employee commitment
A relationship between employee commitment to a supervisor and reduced levels of employee turnover has been found in previous research studies (Vandenberghe & Bentein, 2009). Since turnover is often associated with high costs, understanding how to retain valuable human resource talent is of increasing importance. In this study, Fields and Winston’s (2010) servant leadership instrument, Becker, Billings, Eveleth, and Gilbert’s (1996) employee commitment to a supervisor scale, and Stogdill’s (1963) supervisor initiation of structure subscale are used to measure the predictive effect of servant leadership on employee commitment to a supervisor, beyond the effect of a supervisor’s task-oriented behavior. One hundred and forty nine of 207 fulltime employees from a university in the U.S. responded to a web-hosted survey that was distributed via email. A multiple regression analysis was conducted that controlled for employee age, employee tenure with the supervisor, employee gender, employee/supervisor gender similarity/dissimilarity, and supervisor task-oriented behavior. Servant leadership was found to have a significant (p < .001) effect on employee commitment to a supervisor, shown by an increased R-Square value of 0.224 (22.4%). This study adds empirical evidence to the construct validity of servant leadership theory and the positive influence said behavior has on employee commitment
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