An Empirical Analysis of Servant Leadership's Impact on Psychological Wellbeing and Employee Creativity in the Healthcare Sector

Abstract

The study explores the role and impact of servant leadership (SL) on employee psychological well-being and creativity in the healthcare industry. SL, rooted in traditional values, prioritizes others' needs and promotes moral behavior and ethical viewpoints. The study explores the impact of social learning (SL) on employee creativity and psychological well-being in the healthcare sector, demonstrating its alignment with the profession's commitment to quality patient care. The study postulates and empirically show the favorable relationships between SL and employee creativity and psychological well-being, building on the “Job Demands-Resources (JD-R) theory”. A study was conducted using an online survey to gather data on physicians' perspectives and features in the hospital setting. The survey, conducted in collaboration with healthcare providers, involved 122 physicians aged 18-40+, with 49% female and 51% male. Data was collected using Google Forms, and participants' experiences ranged from 5 to over 20 years. The study used convenience and purposive sampling approaches to increase sample diversity. Despite limitations like self-administrative data and selection bias, the technique provided a systematic understanding of physicians' perspectives and hospital settings. The study reveals a strong positive correlation between employee creativity (EC) and servant leadership (SL), highlighting its role in fostering innovative workplace cultures. It also reveals a strong correlation between SL and psychological well-being, confirming its ability to improve mental health and job happiness in healthcare workers. The study's theoretical implications integrate the JD-R theory and provide insights into contextual elements affecting SL effectiveness. Companies are encouraged to incorporate SL practices into their management strategies to promote creativity and prioritize employee welfare. However, the study's shortcomings, such as its cross-sectional methodology and geographical focus, suggest the need for more research projects. The study concludes that an effective leadership style is servant leadership in the healthcare industry, promoting creative and healthy work cultures.