How can a Leader's Personal Contingent Leadership Paradigm, Rooted in Servant Leadership, Provide Guidance for Effective Leadership in Uncertain Times to Attain Desired Organisational Outcomes?

Abstract

This paper studies the impact of the researcher’s context on their leadership approach in two situations. Five years ago, high employee turnover occurred within the organisation the researcher is serving. The same scenario happened after the COVID-19 pandemic situation. The paper’s principal contribution resides in the examination of each situation using a questionnaire consisting of five questions to gather information from respondents.

This paper will give insights from the impacts of the researcher’s context analysis and their personal contingent leadership paradigm (PCLP). To this end, the researcher offers qualitative research to explore what it means to be an effective leader based on servant leadership theory and understand the ideals that will help them adjust their leadership approach and cultivate it to maturity depending on the situation.

The study reveals that a good leadership approach that is based on servant leadership theory can motivate employees towards high levels of performance. The paper recommends leaders foster interpersonal relationships with employees to encourage them to give their best.