Top Management Team Members' Perception of Executive Servant-Leadership and Their Work Engagement: Impact of Gender and Ethnicity
The purpose of this thesis project is to test whether executive servant-leadership behaviour predicts the work engagement of top management team members at publicly listed companies in New Zealand. It further tests the effects of gender and ethnicity as moderating variables on the relationship between top management team members’ perception of executive servant-leadership behaviours and their work engagement. The Executive Servant-leadership Scale and the Utrecht Work Engagement Scale were used as measures in this project. These were administered in the format of a structured questionnaire to identified top management team members of organisations listed on the New Zealand Stock Exchange, more specifically the NZX All Index that comprises only domestic securities listed and does not include foreign listed or dual listed securities. The results confirm that executive servant-leadership behaviour by Chief Executive Officers of publicly listed companies in New Zealand significantly predicts the work engagement of top management team members. It further confirms that neither gender nor ethnicity demonstrate a moderating effect on this relationship, for the sample used in the research.
Executive servant leadership, Work engagement, Top management teams, Gender, Ethnicity
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