Building A Supportive Culture: The Influence of Servant Leadership on Employee Engagement in The Ministry of Health
DOI:
https://doi.org/10.67440/ahj.vi.2472Keywords:
Servant leadership, Employee engagement, Ministry of Health, Healthcare workforce, Organizational culture, Saudi Arabia.Abstract
Background: This paper investigated the impact of servant leadership on employee engagement in the Ministry of Health (MOH) in Saudi Arabia, focusing on its effectiveness in creating a supportive organizational culture.
Method: A quantitative cross-sectional survey design was used, involving 322 MOH employees selected through stratified random sampling. Data were collected using validated instruments, including the Servant Leadership Questionnaire (SLQ) and the Utrecht Work Engagement Scale (UWES-3). Data were analyzed in SPSS Version 29 using descriptive statistics, reliability tests, and multiple linear regression, with demographic and work-related variables controlled for.
Results: Both servant leadership and employee engagement were rated low to moderate. It was found that there were significant differences in employee engagement based on nationality, education level, years of experience, job position, department, and work schedule. Regression analysis revealed that servant leadership was significantly and positively correlated with employee engagement (B = 0.73, p < 0.001). However, experience showed over the years that engagement is negatively correlated with mid-career employees.
Conclusion: Servant leadership plays a major role in increasing employee engagement in MOH settings. Strengthening servant leadership practices can help create a more positive, engaged healthcare workforce that meets organizational objectives.
