The relationship between servant leadership, affective team commitment and team effectiveness
Date
2013-04
Authors
Mahembe, Bright
Engelbrecht, Amos S.
Journal Title
Journal ISSN
Volume Title
Publisher
AOSIS Publishing
Abstract
Orientation: Value-based leadership practices play a critical role in teamwork in highperformance
organisations.
Research purpose: The aim of the study was to empirically validate a theoretical model
explicating the structural relationships between servant leadership, affective team commitment
and team effectiveness.
Motivation for the study: The increased reliance on teams for production calls for an analysis
of the role of follower-focused leadership practices in enhancing team effectiveness.
Research design, approach and method: A non-probability and multicultural sample
consisting of 202 primary and secondary school teachers was drawn from 32 schools in the
Western Cape Province of South Africa.
Main findings: High levels of reliability were found and uni-dimensionality of the subscales
was demonstrated through exploratory factor analyses. Good fit with the data was found for
the measurement models through confirmatory factor analyses. Structural equation modelling
showed a reasonable fit for the structural model. Positive relationships were found amongst
servant leadership, team effectiveness and affective team commitment. Standard multiple
regression analysis showed that affective team commitment moderated the relationship
between servant leadership and team effectiveness.
Practical/managerial implications: The findings emphasise the central role played by servant
leadership and affective team commitment in team performance. Servant leadership fosters
team effectiveness if employees feel committed to their work team.
Contribution/value-add: The servant leadership style alone may not be a sufficient condition
for team effectiveness; other variables, such as affective team commitment, also play a role.
The study suggested specific variables that may also combine with leadership to positively
influence team effectiveness.
Description
CITATION: Mahembe, B., & Engelbrecht, A.S. 2013. The relationship between servant leadership,
affective team commitment and team effectiveness. SA Journal of Human Resource
Management/SA Tydskrif vir Menslikehulpbronbestuur, 11(1), Art. #495, doi:10.4102/sajhrm.v11i1.495.
The original publication is available at http://www.sajhrm.co.za/index.php/sajhrm/article/view/495
The original publication is available at http://www.sajhrm.co.za/index.php/sajhrm/article/view/495
Keywords
Servant leadership, Teams in the workplace, Organizational effectiveness
Citation
Mahembe, B., & Engelbrecht, A.S. 2013. The relationship between servant leadership,
affective team commitment and team effectiveness. SA Journal of Human Resource
Management/SA Tydskrif vir Menslikehulpbronbestuur, 11(1), Art. #495, doi:10.4102/sajhrm.v11i1.495.