Özet:
The aim of this article is to examine the relationship of service employees perceptions of
servant leadership provided by their supervisors/managers and employee’s reports of service quality
provided to clients by their hotels. Data were collected from 221 frontline employees, a 37 per cent
response rate, working in four- and five-star hotels in Cappadocia, Turkey. Previously developed and
validated measures of servant leadership (Liden et al., 2008) and service quality (Parasuraman et al.,
1988) were used and both were found to be highly reliable in this study.
Respondents were generally young, had relatively short organizational tenure and had
high school educations. Respondents having longer organizational tenures and those working in
five-star hotels reported lower levels of servant leadership. Longer tenured employees, and males, rated
some dimensions of service quality lower as well. Service employees reporting higher levels of servant
leadership from their supervisors/managers generally indicated higher levels of service quality.
Some limitations should be noted. First, all data were
collected using respondent self-reports, raising the limited possibility of response set tendencies.
Second, the sample, while reasonably large, may not be representative of all hotel employees in Turkey.
Third, all properties were located in one region of Turkey and may not be representative of hotel
employees in other regions of the country.
First, organizations could select individuals exhibiting higher levels of
servant leadership potential based on indications that these individuals are interested in developing
long-term relationships with staff and co-workers and in helping them become more skilled in doing
their jobs. Selection can also be augmented by servant leadership training (Fulmer and Conger, 2004).
Supervisors/managers could be coached to help them develop their staff and help them meet the unique goals (Raelin, 2003). Finally, workplace cultural value supportive of both servant leadership and
service quality can be identified, modeled by senior level managers, supported and rewarded. Most studies focus on defining and measuring servant leadership or service
quality. This study investigates the relationship between servant leadership and service quality
