International Research Journal of Innovations in Engineering and Technology - IRJIET International Open Access, Monthly, Peer Reviewed, Reputed Journal ISSN (online): 2581-3048

Impact Factor (2025): 6.9

DOI Prefix: 10.47001/IRJIET

The Impact of Servant Leadership on Employee Performance: A Case Study of Five Government Ministries in Sierra Leone, West Africa

Alie Mohamed KabiaMBA Scholar, Bowie State University, College of Business and Graduate Studies, 14000 Jericho Park Road, Bowe, MD 20715, USASulaiman Arafat KoromaPhD Scholar, Xi’an Jiaotong University, School of Public Policy and Administration, Xi’an city, ChinaIdrissa KoromaMSc Student, Xi’an Jiaotong University, Department of Economics and Finance, Xi’an city, ChinaKadiatu FofanahMSC Student, Jiangxi University of Finance and Economics, Department of Economics and Finance, ChinaIbrahim Sorie Yillah TurayMBA Scholars, Freetown Polytechnic College, Accounting department, Kissy campus, Sierra Leone

Vol 9 No 6 (2025): Volume 9, Issue 6, June 2025 | Pages: 220-231

International Research Journal of Innovations in Engineering and Technology

OPEN ACCESS | Research Article | Published Date: 26-06-2025

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Abstract

Objective: This study examines the impact of servant leadership on employee performance across five Sierra Leonean government ministries, addressing critical gaps in African public sector leadership research. As the first empirical analysis in Sierra Leone’s post-conflict context, it tests whether servant leadership principles (empowerment, ethical stewardship) transcend bureaucratic and resource constraints to enhance governance under Sustainable Development Goal (SDG) 16.

Methods: A mixed-methods design combined quantitative surveys (N = 460 civil servants) using the validated SL-28 scale (α = 0.92) and qualitative interviews (n = 20) across Trade, Labor, Information, Finance, and Higher Education ministries. Hierarchical regression analyzed moderation effects (power distance, resource scarcity), while thematic coding extracted contextual insights.

Results: Servant leadership significantly predicted employee performance (β = 0.62, p < .05, d = 1.32), with strongest effects in Finance (β = 0.71, p < .01) due to higher institutional readiness. Key outcomes included job satisfaction (β = 0.58) and organizational commitment (β = 0.52), though power distance (ΔR² = 0.09) and resource scarcity (ΔR² = 0.12) moderated efficacy. Qualitative data revealed active listening as a catalyst for engagement, while bureaucratic inertia hindered empowerment.

Conclusion: The study confirms servant leadership’s viability in fragile states but highlights context-dependent barriers. It advances theory by (i) validating SDG 16 as a framework for leadership reform and (ii) proposing an Institutional Readiness Model for post-conflict settings. Policy recommendations include flatter hierarchies (aligned with SDG 16.7) and targeted training to overcome scarcity constraints.

Keywords

Servant leadership, employee performance, public sector, Sierra Leone, mixed-methods, SDG 16


Citation of this Article

Alie Mohamed Kabia, Sulaiman Arafat Koroma, Idrissa Koroma, Kadiatu Fofanah, & Ibrahim Sorie Yillah Turay. (2025). The Impact of Servant Leadership on Employee Performance: A Case Study of Five Government Ministries in Sierra Leone, West Africa. International Research Journal of Innovations in Engineering and Technology - IRJIET, 9(6), 220-231. Article DOI https://doi.org/10.47001/IRJIET/2025.906029

Licence Copyright (c) 2026 International Research Journal of Innovations in Engineering and Technology creative common licence This work is licensed under Creative common Attribution Non Commercial 4.0 Internation Licence
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