Servant Leaders' Use of High Performance Work Practices and Corporate Social Performance

Servant Leaders’ Use of High Performance Work Practices and Corporate Social Performance by Michelle Kathleen Fitzgerald Preiksaitis JD, University of Illinois College of Law, 1991 McHRM, Villanova University, 2011 MA, Texas Tech University, 2008 BA, University of Illinois, Urbana-Champaign, 1988 Dissertation Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy Management Walden University November 2016 Abstract Business researchers have shown that servant leaders empower, provide long-term vision, and serve their workers and followers better than do nonservant leaders. High performance work practices (HPWPs) and corporate social performance (CSP) can enhance employee and firm productivity. However, when overused or poorly managed, HPWPs and CSP can lead to the business problems of employee disengagement, overload, or anxiety. Scholars noted a gap in human resource management research regarding whether leadership styles affect HPWPs and CSP use. This study examined the relationship between leadership style and the use of HPWPs and CSP, by using a quantitative, nonexperimental design. U.S. business leaders (N = 287) completed a survey consisting of 3 previously published scales. A chi-square analysis calculated the servant to nonservant leader ratio in the population, finding a disproportionate ratio (1:40) of servant (n = 7) to nonservant (n = 280) leaders. Two t tests showed that no significant difference existed in how servant and nonservant leaders use HPWPs or CSP. However, a multiple linear regression model showed that a leader’s self-reportedBusiness researchers have shown that servant leaders empower, provide long-term vision, and serve their workers and followers better than do nonservant leaders. High performance work practices (HPWPs) and corporate social performance (CSP) can enhance employee and firm productivity. However, when overused or poorly managed, HPWPs and CSP can lead to the business problems of employee disengagement, overload, or anxiety. Scholars noted a gap in human resource management research regarding whether leadership styles affect HPWPs and CSP use. This study examined the relationship between leadership style and the use of HPWPs and CSP, by using a quantitative, nonexperimental design. U.S. business leaders (N = 287) completed a survey consisting of 3 previously published scales. A chi-square analysis calculated the servant to nonservant leader ratio in the population, finding a disproportionate ratio (1:40) of servant (n = 7) to nonservant (n = 280) leaders. Two t tests showed that no significant difference existed in how servant and nonservant leaders use HPWPs or CSP. However, a multiple linear regression model showed that a leader’s self-reported characteristics of empowerment, vision, or service positively predicted CSP use; empowerment positively predicted HPWPs use; service negatively predicted HPWPs use; and vision had no effect on HPWPs use. Findings may help human resource practitioners identify leaders who use HPWPs or CSP differently. Positive social change may occur by hiring more visionary, empowering, or service-oriented leaders who can support overwhelmed or anxious workers, potentially leading to more engaged and productive workers, and an increase in the use of positive CSP. Servant Leaders’ Use of High Performance Work Practices and Corporate Social Performance by Michelle Kathleen Fitzgerald Preiksaitis JD, University of Illinois College of Law, 1991 McHRM, Villanova University, 2011 MA, Texas Tech University, 2008 BA, University of Illinois, Urbana-Champaign, 1988 Dissertation Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Philosophy Management Walden University November 2016 Dedication I dedicate this dissertation to the following people: Sean and Wes, my sons who have been my fellow Musketeers from their first breaths; Ken and Kristy, my bonus son and daughter, who I love like my own flesh and blood; my grandson, Colby, who gives me unconditional love, and is so much like his grandpa Ray that it takes my breath away; my parents, who, despite my growing pains, career changes, moving to the Caribbean, and being that kid, have always made me feel like the brightest coin in the pile; my godmother, Aunt Imy, who has always encouraged and praised everything I have done; my sister, Meg, who has my back; and my mini-me Anna, whose life is paralleling mine in unreal ways. Of course, and specifically, I acknowledge, thank, and adore my husband, Capt. Ray, who quietly endured my work on this project for endless days and nights, who paid the tuition bills when the tuition coverage ran out, who solved our real problems while I answered theoretical ones, and who rarely complained about the time away from him this dissertation took. Mostly, I dedicate my dissertation to the few remaining servant leaders out there – those who serve their workers, while being treated like outliers. It is for you and all you do that I conducted this study. Keep the faith! Your workers need you. Acknowledgments I would like to acknowledge and thank the following people who have contributed to and helped me with this dissertation. First, and foremost, my dissertation chair, Dr. Jean Gordon, who has supported me without question throughout this process. Dr. Branford McAllister has steadfastly provided detailed, intricate, and minute attention to details, which allowed me to feel confident that my statistical analyses are accurate, triangulated, and merit-worthy. Dr. Sarah Inkpen provided immeasurable assistance during Advanced Quantitative Research Methods and my initial results analysis, and encouraged me when I was ready to give up. Dr. Thomas Spencer spent hours helping me align this study. My Walden-twin Angela Charles, my dear friend Rose LaMuraglia, my study-pal Sean Ryan, my cohort in trouble-making, Tracy Guy, my island BFF, Amy Jung, my second mom, Kim Lucas, my lifetime BFF Jana Walls, The Carpenter Club, my colleagues, Dr. Wanda Gravett and Dr. Jack McDonald, and my URR, Dr. Godwin Igein provided their support and encouragement. Dr. John Nirenberg warned me that servant leaders may be hard to find, thus stimulating the inclusion of Plan B. Dr. Henry Brashen, a dedicated servant leader, supported me throughout this program, even when I was at my lowest, and gave me a second chance with only a 3-minute reflection. All of these people had a supporting role in helping me complete this project. Copyright © 2016 Michelle K. Preiksaitis. All rights Reserved.