Analysing the Prevalence of Servant Leadership Characteristics and Cultural Values in a UAE-based Multinational and Multicultural Workforce
Date of Award
2024
Degree Name
Doctor of Philosophy (School of Law and Business)
First Supervisor
Associate Professor Sagar Athota
Second Supervisor
Dr Anette Watkins
Third Supervisor
Professor Mario Fernando
Abstract
In an increasingly virtual, pandemic-affected working environment, cross-cultural and people-centric leadership approaches are needed. Scholars have explored leadership effectiveness under different conditions and influences. However, in the body of leadership literature, there is scant attention to the variance across cultures for servant leadership to manage workers effectively.
This mixed-methods study explores whether servant leadership relates to cultural characteristics across three different nationalities in a UAE-based multinational organisation, providing a more comprehensive understanding of these relationships and differences and employees' perceptions. The quantitative method is examined using context-specific knowledge and the qualitative method explores the nuances of participant responses making the mixed method most appropriate for this research,
The first quantitative research phase included 149 participants drawn from this organisation, from Emirati (44), United Kingdom (58), and Indian (47) nationalities, with a gender split of 79 females to 70 males. The second qualitative phase included 29 interviews with Emirati (five), United Kingdom (12) and Indian (12) leaders.
The study identified three key findings. First, while national cultural characteristics affected individual leadership traits, they did not affect the overall level of servant leadership. Contrary to the previous literature, there were no significant differences in servant leadership levels among Emirati, United Kingdom, and Indian leaders. Second, differences existed in leadership approaches relative to a leader’s tenure, with strong organisational culture proving more impactful than national culture. Third, differences emerged in leadership approaches relative to leaders’ seniority.
This study contributes to servant leadership theory in particular, and leadership theories in general, in several ways. Significantly, this is a rare empirical study of a single multinational organisation using a mixed-methods approach to explore the cross-national differences across samples from the Emirates, the United Kingdom and India. Additionally, it addresses a gap in our knowledge of Emirati servant leadership in business. The study also contributes to practice by informing Emirati, United Kingdom, and Indian leaders about the relationship between servant leadership and cultural characteristics and provides insights to enhance their approach to multinational team leadership.
Servant leaders may benefit from the research to develop their leadership strategies to effectively manage the relationship between servant leadership, national characteristics and organisational culture.
The study may inform learning and development strategies within multinational organisations, particularly in the realms of cross-cultural communication and the implementation of servant leadership practices across diverse nationalities. The implications extend to the refinement of training programs, the cultivation of a culturally agile workforce, and the establishment of leadership frameworks that resonate across diverse cultural contexts.
Publication Details
Atkinson, R. J. (2024). Analysing the Prevalence of Servant Leadership Characteristics and Cultural Values in a UAE-based Multinational and Multicultural Workforce (Doctor of Philosophy (School of Law and Business)). University of Notre Dame Australia. https://researchonline.nd.edu.au/theses/404