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Servant Leadership and Strategic Employee Engagement: Incarnational Leadership for Enhanced Workforce Commitment

Author

Listed:
  • Emmanuel Siaw Okai

    (School of Graduate Studies, Valley View University, Ghana)

  • Peter Agyekum Boateng

    (School of Graduate Studies, Valley View University, Ghana)

  • Esther F. Akonor

    (School of Graduate Studies, Valley View University, Ghana)

  • Jeanette Owusu

    (School of Graduate Studies, Valley View University, Ghana)

Abstract

The contemporary organizational landscape faces persistent challenges in fostering employee engagement, requiring innovative leadership approaches. This study explores the Incarnation model of servant leadership, emphasizing empathy, humility, and service as key principles to address these issues. The objective is to investigate how this model enhances strategic employee engagement by integrating ethical leadership practices with trust-building, psychological safety, and proactive organizational strategies. Using a qualitative, literature review-based methodology, the research synthesizes insights from recent peer-reviewed studies to evaluate the effectiveness of servant leadership principles in diverse contexts. Key findings highlight that the Incarnation model fosters employee well-being, engagement, and trust while addressing gaps in traditional leadership approaches. Practical implications include recommendations for open communication, mentorship, and ethics training, aligned with organizational and spiritual values. This research contributes to leadership theory by offering actionable insights for policymakers and practitioners to cultivate resilient and engaged teams in modern workplaces.

Suggested Citation

  • Emmanuel Siaw Okai & Peter Agyekum Boateng & Esther F. Akonor & Jeanette Owusu, 2025. "Servant Leadership and Strategic Employee Engagement: Incarnational Leadership for Enhanced Workforce Commitment," International Journal of Research and Innovation in Social Science, International Journal of Research and Innovation in Social Science (IJRISS), vol. 9(4), pages 2141-2151, April.
    • Handle: RePEc:bcp:journl:v:9:y:2025:issue-4:p:2141-2151
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    References listed on IDEAS

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    1. Mar Ortiz-Gómez & Antonio Ariza-Montes & Horacio Molina-Sánchez, 2020. "Servant Leadership in a Social Religious Organization: An Analysis of Work Engagement, Authenticity, and Spirituality at Work," IJERPH, MDPI, vol. 17(22), pages 1-21, November.
    2. Jianji Zeng & Guangyi Xu, 2020. "How Servant Leadership Motivates Innovative Behavior: A Moderated Mediation Model," IJERPH, MDPI, vol. 17(13), pages 1-14, July.
    3. Mário Franco & Augusto Antunes, 2020. "Understanding servant leadership dimensions," Nankai Business Review International, Emerald Group Publishing Limited, vol. 11(3), pages 345-369, February.
    4. Alice Canavesi & Eliana Alessandra Minelli, 2021. "Servant leadership and employee engagement: a qualitative study," LIUC Papers in Economics 2021-11, Cattaneo University (LIUC).
    5. Rawan Alafeshat & Farida Aboud, 2019. "Servant Leadership Impact on Organizational Performance: The Mediating Role of Employee Engagement," International Journal of Human Resource Studies, Macrothink Institute, vol. 9(3), pages 85-100, December.
    6. Fatme El Zahraa M. Rahal & Panteha Farmanesh, 2022. "Does Servant Leadership Stimulate Work Engagement in the Workplace? The Mediating Role of Trust in Leader," Sustainability, MDPI, vol. 14(24), pages 1-14, December.
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