Servant Leadership and Work-Related Quality of Life in Organizations: Mediating Role of Trust in Leader

Introduction

Servant leadership is generally considered as a leadership type that implements good practices for employees’ development and well-being (Drury,2004). Servant leadership also targets to make a better society which is comprised of developed people (Spears,2004). Dennis and Winston (2003) stated the core philosophy of servant leadership as enhancement of followers’ skills and abilities. According to the scholars, with the positive approaches of servant leaders it is expected to increase employees’ performance and work capabilities. Servant leaders generally aim to i) enhance organizational sustainability ii) develop individual prosperity for a better society (Trastek et al., 2014; van Dierendonck and Nuijten, 2011). According to van Dierendonck and Rook (2010) servant leaders make a creative work environment that employees feel esteemed and comfortable. Servant leaders connect with the activities that increase well-being of employees and satisfaction (Page and Wong, 2000). Furthermore, enhancement of well-being of employees triggers the development of quality of life in the workplace. Servant leaders ensure and share opportunities for employees concerns to encourage and develop them. This approach supports perception of trust in leader (Whitener et al., 1998). Baykal and colleagues (2018) also found that servant leadership is positively related with employees’ innovativeness and performance. According to upper explanations, in this book chapter it is mentioned about servant leadership, leaders trust and work related quality of life concepts. Moreover, it is tried to define relationships between research variables.