The Effects of Servant Leadership and Job Stress on Job Satisfaction Among Online University Administrators and Faculty

The Effects of Servant Leadership and Job Stress on Job Satisfaction Among Online University Administrators and Faculty

John Hargadon | 2018

Abstract

The purpose of this research was to test the direct relationship between the level of servant leadership demonstrated by one’s direct supervisor and the level of job satisfaction reported by an employee, as well as the potential moderating effect of servant leadership on the proposed negative relationship between job stress and job satisfaction. Winston and Fields (2015) stated there is a dearth of research on the impact of servant leadership on individual and organizational outcomes; the current research proposes to help fill that gap in the literature. The Minnesota Satisfaction Questionnaire (Short Form; D. Weiss, Dawis, England, & Lofquist, 1967), Perceived Job Stressors scale (Kanner, Kafry, & Pines, 1978), and Essential Servant Leadership Behaviors (Winston & Fields, 2015) are the three previously developed and validated instruments utilized in this study. Hierarchical multiple regression analysis (Cramer, 2007) was utilized to determine the predictive value of the independent variables (job stress and servant leadership) on the dependent variable (job satisfaction) at a significance level of .05. SPSS software was utilized to run all statistical analyses. Potential confounding variables, age and tenure, were controlled for statistically using the analysis software. Results failed to demonstrate a statistically significant relationship between job stress and job satisfaction, but a statistically significant relationship between servant leadership and job satisfaction was supported, as was a significant moderating effect of servant leadership on job stress and job satisfaction. Model and practical implications are discussed, as are study limitations and suggestions for future research.