







































                                              Business Management Research and Applications: A Cross Disciplinary Journal 
  

 

 

i                                                                                                      

A Quantitative Study on the Impact of Servant 
Leadership on Employee Engagement in the Fire 

Service Industry 
 

Michael Jay Williams Jr., DBA | Columbia Southern University, Orange Beach, AL, United States   

 

Jan Tucker, PhD | Columbia Southern University, Orange Beach, AL, United States  

 

Contact: drwilliamsjr33@gmail.com or jptucker80@gmail.com 

 

 

 

Abstract  

This quantitative correlational study examines the relationship between servant leadership and employee 

engagement within the fire service industry in the United States. Declining employee engagement among 

firefighters adversely affects individual and organizational performance, compromising the department's 

ability to provide high-quality community services. While previous research has demonstrated a positive 

correlation between servant leadership and employee engagement in various public service sectors, a gap 

remains in extending this research to the fire service industry. Using purposive sampling, 609 career 

firefighters from a metropolitan fire department in Colorado were surveyed with a 16-question instrument 

combining the Servant Leadership Survey (SLS-7) and the shortened Utrecht Work Engagement Scale 

(UWES-9). With a response rate of 30%, 183 participants provided data. Reliability analysis revealed 

high reliability for the servant leadership variable (α = .90) and the employee engagement variable (α = 

.986). Normality tests indicated non-normal distributions for both variables. Spearman's rank correlation 

rho revealed a moderate positive correlation, suggesting a significant positive relationship between 

servant leadership and employee engagement. These findings support the beneficial impact of servant 

leadership on firefighter motivation, well-being, and commitment. The study highlights the importance of 

implementing servant leadership to cultivate a positive work environment that enhances employee 

engagement. Practice recommendations include developing formal servant leadership programs and 

integrating education and training with accountability and corporate social responsibility. 

 

Keywords: Servant Leadership, Employee Engagement, Fire Service Industry, Public Service, 

Quantitative Correlational Study  

mailto:drwilliamsjr33@gmail.com




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Introduction 
 

Employees constitute the foundational component that sustains an organization's operational 

continuity (Abasilim et al., 2022). Regardless of the size, location, and industry, an organization should 

ensure its employees have all the necessary resources to accomplish their mission efficiently and 

effectively. Leaders set workplace norms, provide guidance to meet operational demands, and provide 

direction, vision, motivation, and inspiration; they create a work environment conducive to successful 

outcomes and facilitate communication for team collaboration (Kumari & Yelkar, 2022). Babeľová et al. 

(2021) posit that leadership styles, personalities, and behaviors significantly impact employee motivation 

and engagement. This understanding underscores the importance of exploring the connection between 

leadership and employee engagement. As highlighted by Dillard and Osam (2021), leaders who 

demonstrate practical utility foster a sense of psychological safety among their team members, supporting 

individuality, belonging, and enhancing engagement. 

Consequently, leadership emerges as a valuable resource for individual employees and the 

organization's overall success. Heyler and Martin (2018) stated, "Servant leaders are a valuable, rare, 

imperfectly imitable, and non-substitutable resource that an organization can use to achieve a competitive 

advantage" (p. 240). If a correlation between employee engagement and leadership is substantiated, 

deficiencies in either aspect could significantly affect the organization's sustainability. 

Greenleaf (1977) established the concept of servant leadership in his seminal studies in 1970. 

Greenleaf distinguished ten essential elements of servant leadership: listening, empathy, healing, 

awareness, persuasion, conceptualization, foresight, stewardship, commitment, and community-building 

(McBath, 2018). Stewart's 2022 study highlighted the variability of effective leadership styles across 

different work environments and individual needs. Stewart's statement challenges future researchers to 

fortify decision-making through inclusionary and exclusionary design processes. To explore this 

diversity, the initial phase of the current research examined various leadership approaches, focusing on 

their impact on employee engagement. This examination into servant leadership aims explicitly to 

uncover knowledge gaps and reinforce existing research findings. Servant leadership aligns with the 

moral ethics expected of firefighters and fire service organizations' mission of protecting lives and 

property while building and supporting communities. Canavesi and Minelli (2022) found that servant 

leadership encourages followers to reach their full potential. Leveraging individuals' full potential using 

the servant leadership approach has been linked to a collective positive behavioral, attitudinal, and 

performance outcome. Servant leadership's morale-based leadership style has emerged with a focus on 

promoting integrity and prioritizing the empowerment of followers. Marques-Quinteiro et al. (2022) 

suggested that society relies on firefighters to risk their lives to save others' lives and property. Physical, 

mental, and emotional exhaustion are components of firefighters' well-being, and this study may assist 

leadership in developing methods to aid firefighters in coping with the rigorous job demands (Marques-

Quinteiro et al., 2022). Bentein et al. (2022) stated that a gap in the literature exists and that future 

research in other public sector organizations, such "as fire service," was needed to examine the 

generalizability of servant leadership's relationship to public sector engagement. This study exists to fill 

this critical gap. 

 

Industry Problem and Purpose 

 

The problem examined in this study is the critical issue of declining employee engagement 

among firefighters, which significantly impacts their cognitive abilities and overall performance. This 

lack of engagement undermines the department's capacity to effectively respond to emergencies, deliver 

high-quality service to communities, maintain status as an employer of choice, and retain capable 

employees (Kundu & Nag, 2021). Engaged employees enhance performance and productivity in 

organizations by approximately 22% more than organizations with diminished employee engagement 

(Kundu & Nag, 2021). Increased workplace engagement facilitates employees' belief in the firm and their 



 

2                                        Business Management Research and Applications: A Cross Disciplinary Journal 

desire to improve their work, exceed expectations, and increase efficiencies, positively impacting the 

organization's success (Mostafa, 2021).  

This quantitative correlational study examined the relationship between servant leadership and 

employee engagement in the public service industry, specifically the fire service industry. The results of 

this study advance existing theories and models while filling the gap in the literature related to leadership 

and employee engagement. The findings substantiated a statistically significant positive correlational 

relationship between servant leadership and employee engagement variables. Historically, employee 

engagement drives individual commitment to work institutions and organizational success (Kumari & 

Yelkar, 2022). Low employee engagement in the public service industry may be created by factors such 

as compassion fatigue and customer incivility (Gomes et al., 2022; Mostafa, 2021). If left unresolved, 

these problems could result in an organization's inability to meet community needs, 

retain talent, and remain competitive as an employer of choice (Kundu & Nag, 2021). Significant 

changes in social norms caused by the pandemic exacerbated the need to leverage employee 

engagement models and explore methods to foster employee loyalty, retention, and trust (Kundu 

& Nag, 2021). 

Previous research has examined the relationship between employee engagement and servant 

leadership in the public and private sector industries (Bentein et al., 2022; Jones, 2020; Slack et al., 2020; 

Storey, 2020; Zeeshan et al., 2021). However, according to Slack et al. (2020), future research in various 

public-sector industries is needed to support the relationship between servant leadership and public-sector 

employee engagement. Previous research evaluates the social construct around organizations and 

acknowledges that leadership styles undergo a natural evolution, similar to a living organism; leadership 

styles and theory evolve with societal norms and behavior to meet the needs of organizations and their 

constituents (Khan et al., 2016). Using previous studies as a foundation, this research examines the 

correlation between servant leadership and employee engagement in the fire service industry. 

Babeľová et al. (2021) found that the functionality of the relationship between subordinates and 

their respective leader was related to the type of leadership style utilized. The authors also substantiated 

that subordinates' engagement and intention to retain employment were based on the quality of the 

relationship with their leader. Slack et al. (2020) assert that a leader's ability to influence actions and 

behaviors affects public-sector employee engagement by creating an ethical environment and initiating 

public-sector reform. Furthermore, effective leadership is foundational to an organization's ability to 

remain competitive and quickly adapt to changing societal conditions. Consequently, Slack et al. found 

that leadership styles aligned with best practices are the greatest resource for subordinates' success and the 

organization's mission. The decision to advance previous research in employee engagement and servant 

leadership was based on the research gap and the need for organizations to attract and retain employees to 

accomplish their desired mission. If a positive correlation can be discovered, servant leadership may 

support the fire service industry's mission to safeguard and grow communities (Marques-Quinteiro et al., 

2022). 

The researcher surveyed literature using multiple platforms, including Columbia Southern 

University's online library, Connected Papers, and Google Scholar. Keywords included servant 

leadership, leadership, employee engagement, employee resources, fire service, firefighters, job 

involvement, business prosperity, business success, and career growth. 

 

Literature Review  
 

Harshitha (2015) stated that the definition of employee engagement is "a workplace approach 

designed to ensure that employees are committed to their organization's goals and values, motivated to 

contribute to organizational success, and are able at the same time to enhance their sense of well-being" 

(p. 97). Furthermore, Harshitha mentions that employee engagement was developed from previous 

literature (e.g., Kahn, 1990) derived from cognitive, emotional, and behavioral components. If employees 

are emotionally and mentally invested in their work and the organization's success, a positive emotional 



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state can be achieved, which produces high levels of activation and pleasure from completing tasks 

(Harshitha, 2015). However, the absence of employee engagement has polarizing effects (Harshitha, 

2015). Multiple factors influence employee engagement. The perceived absence or low levels of 

employee engagement contribute to the three burnout dimensions: cynicism, exhaustion, and diminished 

efficiency (Harshitha, 2015) 

Various factors impact employee performance, such as motivation and leadership style (Shellow, 

2022). Employees who experience decreased performance can significantly impact teams and cost 

organizations billions of dollars annually (Lee & Rhee, 2019; Ward, 2021). Through the lens of 

organizational performance, diminished engagement costs U.S. businesses approximately $550 billion 

annually (Shellow, 2022). Achieving high employee engagement is a means to achieve increased 

performance and is critical to avoid high turnover rates, shortage of skilled workforce, burnout, and low 

team morale. Moletsane et al. (2019) stated that engaged employees are emotionally invested in creating 

value for their organization. Shellow (2022) gave credence to the emotional connection between leaders, 

their leadership style, and organizational value through the theoretical framework of Maslow's hierarchy 

of needs.  

Maslow defines an individual's five basic needs as physiological needs, safety, love and 

belonging, esteem, and self-actualization needs (Ştefan et al., 2020). Maslow's theory offers a practical 

means for leaders to influence employees through healthy relationships, a conduit to organizational 

success. There are several causes of disengaged employees. Leaders can affect employees' engagement 

and connectivity to an organization by leveraging their leadership style to create and maintain healthy 

relationships (Shellow, 2022).  

 Disengaged employees and low employee engagement can negatively impact organizations in 

many ways (Kundu & Nag, 2021). This research explores three common causes of low employee 

engagement: incivility (Mostafa, 2021), dimensions of burnout (Harshitha, 2015; Marques-Quinteiro et 

al., 2022), and compassion fatigue (Gomes et al., 2022). Workplace incivility may occur internally from 

coworkers and supervisors or externally from customers (Mostafa, 2021). Mustafa determined that 

customer incivility is a dynamic problem in the public service industry. Several studies investigated 

incivility and determined that the mistreatment of employees by customers creates increased emotional 

exhaustion, psychological stress, and diminished psychological well-being and service performance 

(Adams & Webster, 2013; Arnold & Walsh, 2015; Shao & Skarlicki, 2014). Mostafa (2021) coined the 

term service-oriented organizational citizenship behaviors (OCBs), which describes positive employee 

behaviors that directly affect customer outcomes and organizational effectiveness in a positive manner, 

such as working late to meet customer needs. Service-oriented OCB is essential in public service 

industries because employees face situations that necessitate going above and beyond organizational 

expectations to meet customer needs (Mostafa, 2021). 

 

Diminished Engagement Causes and Outcomes  

 

 Harshitha (2015) postulated three burnout dimensions contributing to low employee engagement: 

exhaustion, cynicism, and a sense of inefficacy. Burnout was characterized as exposure to prolonged 

psychological responses to workplace stressors (Ângelo & Chambel, 2015). Ângelo and Chambel 

surveyed 651 firefighters and conducted a panel analysis, determining a causal relationship between 

organizational demands/supervisory support and burnout/engagement. Research concerning firefighters' 

psychological occupational health has been determined to have several adverse effects due to their 

extended exposure to psychological stressors and physical danger (Varvel et al., 2007). The job demand 

and resource model (JD-R) includes two psychological processes: health impairment and motivation 

(Ângelo & Chambel, 2015).  

Gomes et al. (2022) illustrated the negative impact created when public servants such as 

firefighters and police officers experience burnout. Several effects, such as performance issues and 

turnover, occur. Research has established occupational stress and its relationship to serious health 



 

4                                        Business Management Research and Applications: A Cross Disciplinary Journal 

problems (Gomes et al., 2022). Burnout has been associated with increased tendencies for suicide 

attempts in public service positions (Febrianti & Yulian, 2022). Burnout syndrome is categorized as a 

work-related mental state that presents exhaustion and feelings of inefficiency and ineffectiveness. 

Burnout syndrome is more prominent in professions that support emergency services and situations, such 

as firefighters (Florio, 2010). 

 According to Gomes et al. (2022), burnout is a unique phenomenon that negatively impacts the 

quality of service provided by public service industries such as firefighters and police forces. Data 

collected from 1,682 public service employees shows that burnout negatively impacts performance. 

Furthermore, Gomes et al. (2022) illustrate the data collected in 2021 from police officers through a 

survey, which substantiates a correlation between burnout and turnover intentions within public service 

industries. This research demonstrates the negative impacts on public service workers, which may result 

from excessive workloads imposed through ineffective leadership strategies and approaches to providing 

community needs. If public service professionals are operating while experiencing burnout syndrome, the 

service rendered is diminished, decreasing the quality of service to communities (Gomes et al., 2022). 

External customers who experience subpar service may subject the public service worker to incivility 

(Haider et al., 2019). Gomes et al. (2022) articulate that compassion satisfaction moderates the 

relationship between turnover intention and burnout among public service employees. More specifically, 

public service employees who experience compassion satisfaction show decreased intentions to resign.  

 Compassion satisfaction is an individual's intrinsic feeling of reward for rendering care to others, 

making a positive difference in others' lives, and contributing to the well-being of society (Haider et al., 

2019). The opposite of compassion satisfaction is compassion fatigue. This negative composition leads to 

turnover and contributes to burnout and secondary trauma for public service industry employees. Haider 

et al. (2019) stated that public service employees are intrinsically motivated in their organizational 

positions to serve the greater needs of individuals and communities. This concept is known as public 

service motivation theory, which emerged in the late 1980s (Haider et al., 2019). Haider et al. found that 

employees with a strong desire and willingness to contribute to greater public welfare may be exposed to 

debilitating circumstances that diminish their desire to provide exhaustive service to citizens. One 

debilitating factor that contributes to reduced employee engagement may be compassion fatigue (Gomes 

et al., 2022). 

 Haider et al. (2019) discussed compassion fatigue through the lens of police officers who 

frequently have dual roles, which is also called "compassionate warrior mentality" (Chopko, 2011). Police 

officers can arrest individuals while supporting victims. Similarly, firefighters are subjected to high 

workloads, increased task demands, and acute stress levels under extreme circumstances while protecting 

lives and property (Gomes et al., 2022). Professionals subjected to trauma or significant emergencies 

while performing their job duties are found to have higher rates of compassion fatigue and diminished 

rates of compassion satisfaction, which correlates to higher levels of burnout. Compassion fatigue 

presents itself in the public sector as a primary contributor to professionals' intention to leave the 

organization. 

 

Theoretical Connection Between Engagement and Leadership in Fire Service 

 

Public service motivation theory (PSM) supports the theoretical framework of the seven pillars of 

Greenleaf's servant leadership theory. Haider et al. (2019) stated that the PSM concept was derived by 

Perry and Wise in 1990. The public service motivation theory describes "an individual's predisposition to 

respond to motives grounded primarily or uniquely in public institutions and organizations" (Perry & 

Wise, 1990, p. 368). The study's authors assert that the public sector has been recognized as a prominent 

pillar of society's development and prosperity. 

Liu and Zhao (2022) found that PSM was a mediating variable between servant leadership, work 

performance, and motivation of public servants. Furthermore, public service employees are more willing 

to aid others, which drives individuals' job satisfaction and motivation. Haider et al. (2019) draw from the 

PSM theory and total quality management (TQM) principles. PSM and TQM enable researchers, business 



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executives, and leaders to bolster and synchronize with Greenleaf's seven pillars of servant leadership by 

pinpointing an efficient organizational structure and optimizing resource allocation.  

Leadership is a critical component of employee engagement (Harshitha, 2015). Khan et al. (2016) 

stated that the definition of leadership was elusive and asserted that leadership was an art, something to be 

completed over time, not simply by reading books. Leadership was more tribal than scientific, more 

weaving of relationships than an amassing of information, and, in that sense, those pursuing a clear 

definition of leadership have difficulty pining in every detail. (p. 6). Walker and Aritz (2014) mentioned 

leadership as one's ability to influence others toward achieving goals. 

Consequently, leadership styles are how an individual executes tactics to motivate and guide 

others while strategizing how to meet stakeholders' needs (Khan et al., 2016). This correlational study 

explored the relationship between servant leadership and employee engagement in the fire service 

industry. According to Freeman (2022), servant leadership "is a viable model for U.S fire department 

leaders and supervisors" (p. 1). Servant leadership focuses on the follower's needs to advance individuals 

holistically for the betterment of the organization and the communities served (Freeman, 2022; Khan et 

al., 2016). Leaders are encouraged to relinquish their power to followers, and, in return, leaders are 

endowed with the authority to render resources and direction to serve others to become their best selves 

(Freeman, 2022). Mostafa (2021) asserts that servant leadership behaviors are connected with employee 

engagement, which supports the importance of conducting this study's research to substantiate correlation 

through a formal research process.   

 

Methods  
 

This quantitative correlational study examined the relationship between servant leadership and 

employee engagement in the fire service industry. The population includes 1,063,400 active career, 

volunteer, and paid-per-call firefighters in the United States (U.S. Fire Administration, 2023). Purposive 

sampling was used to intentionally select the sample from 609 firefighters currently employed in one 

metropolitan fire department in Colorado. 

This study used the Utrecht Work Engagement Scale (UWES-9), developed by Schaufeli and 

Bakker (2004), and the Servant Leadership Survey (SLS-7), developed by Liden et al. (2015), to gather 

data to examine the relationship between employee engagement and servant leadership in the fire service 

industry. G*Power was conducted to determine a minimum number of 84 firefighters to be surveyed to 

minimize the risk of type II error.  

This study supports previous research on the positive relationship between employee engagement 

and servant leadership. Therefore, the findings could be used to support developing and implementing a 

servant leadership training program within the fire service industry to enhance employee engagement. 

With servant leadership as the foundation, the fire industry may be able to create initiatives to increase 

firefighter well-being and retention and decrease costs (Slack et al., 2020). 

 

Research Question 

 

RQ1: What is the relationship between servant leadership and employee engagement in firefighters in the 

United States? 

 

H10: There is no statistically significant relationship between servant leadership and employee 

engagement among firefighters in the United States. 

 

H1a: There is a statistically significant relationship between servant leadership and employee engagement 

in firefighters in the United States. 

 



 

6                                        Business Management Research and Applications: A Cross Disciplinary Journal 

The criteria for selecting participants for this study included full-time firefighters employed with 

a metropolitan fire service organization in Colorado. Second, only full-time employees who were line 

employees could participate. The exclusion criteria for non-participants included any person who was not 

a full-time employee of the single metropolitan fire department in Colorado or any full-time employee 

who was not a line employee. Inclusion and exclusion for survey participants were determined based on 

pre-existing fire department email alias groups. All line personnel emails were grouped in the Line 

Employees' email group list. All staff or non-line personnel members were grouped in the Staff Employees 

email group list. All survey participants were recruited through email correspondence. 

 

Instrumentation 

The independent variable for this study was servant leadership, and the dependent variable was 

employee engagement. Individual employee engagement was measured by the Utrecht Work Engagement 

Scale (UWES-9) (Schaufeli & Bakker, 2004). This 9-item, 6-point Likert-scale instrument measures from 

0 (never) to 6 (always/every day). Servant leadership was measured by Liden et al.'s (2015) SLS-7, which 

consists of seven 7-point Likert scale questions ranging from 1 (strongly disagree) to 7 (strongly agree). 

The UWES was introduced in 1999. According to Schaufeli and Bakker (2004), reliability consists of 

internal consistency (Cronbach's α) and test-retest reliability, also known as stability. Cronbach alpha 

scores of .867, .819, and .903 indicate good instrument reliability.  

Domínguez-Salas et al. (2022) conducted a cross-sectional study on healthcare workers utilizing 

the UWES-9 to assess work engagement during the COVID-19 pandemic, using mental health as a 

variable. The findings supported both the reliability and validity of the UWES-9. Domínguez-Salas et al. 

stated that work engagement was a fulfilling construct that can be seen as an antidote to workplace 

impacts such as burnout. Jones (2020) utilized the servant leadership scale to identify if a correlation 

existed with employee engagement across several organizations and industries in the United States. The 

findings substantiated the survey's reliability and validity as a tool that may identify the correlation 

between employee engagement and servant leadership (Jones, 2020). 

 

Validity and Reliability 
 

Convergent and criterion validity were established on the SLS based on the results of two 

qualitative and eight quantitative studies, which included approximately 1600 participants (Van 

Dierendonck & Nuijten, 2011). Internal consistency for the SLS survey was established by examining 

three different studies (Henson & Roberts, 2006; House et al., 2004; Konczak et al., 2000), and 

Cronbach's alpha scores ranged from .72 to .89 (Van Dierendonck & Nuijten, 2011). The validity was 

assessed on data collected within the Netherlands and the United Kingdom. The eight-factor model was 

confirmed utilizing a chi-squared test. These studies concluded by confirming the cross-cultural factorial 

validity of the eight-factor model. The generally accepted values of good fit are close to .95 for the 

comparative fit index (CFI) and the Tucker-Lewis index (TLI) and less than .08 for the standardized root 

mean square residual (SRMR) and root mean square error of approximation (RMSEA) (Fan & Sivo, 

2007; Hu & Bentler, 1998).  

According to Schaufeli et al. (2002), the UWES was introduced in 1999, and its reliability 

consists of internal consistency (Cronbach's α) and test-retest reliability, also known as stability. 

Cronbach alpha scores of .867, .819, and .903 indicate good instrument reliability. The internal 

consistencies across three different versions of the UWES are shown in Appendix B. The internal 

consistencies exceed the accepted criterion of greater than or equal to .70.  

 

Data Collection Procedures 
 



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Participant recruitment relied on utilizing the fire department's Outlook email platform. The 

researcher communicated with participants via an internal organizational email address. The fire 

department's pre-existing email alias, Line Employees, included all 609 of the line firefighters' 

organizational email addresses. The SurveyPlanet online platform was used to facilitate the data 

collection procedure for this research, allowing participants to participate in the survey efficiently and 

effectively. The survey consisted of two combined survey instruments, totaling 16 items. The researcher 

uploaded the survey instrument into SurveyPlanet, where survey participants were asked to rate each item 

utilizing the 7-point Likert scale for the UWES-9 (0-Never, 6-Always/Every day) and a 5-point Likert 

scale for SLS-7 (1=Strongly disagrees, 5= Strongly agrees). On average, the survey duration was 

approximately 5 minutes. 

On the first page of the survey, an informed consent document was provided to participants, 

detailing the purpose of the study, duration, and procedures. To ensure anonymity, the informed consent 

advised participants of confidentiality rights and the researchers' de-identification process, which 

consisted of all participants being represented numerically and not by their names. Participants agreed to 

the terms of the informed consent document by electronically signing before they were allowed to 

proceed to the next step of the survey process. If participants were not interested in participating in the 

study, they could decline participation and exit the survey at any time. If a participant decided to rescind 

their survey results post-survey, they were allowed to email the researcher to request removal of their 

survey responses from the study. The participant's data were recorded within the SurveyPlanet platform. 

The survey data is securely maintained through a data-encrypted password. The survey data was securely 

stored on the SurveyPlanet platform for three years and then permanently deleted. 

 

Results 

 

The data analysis procedures included descriptive statistics in the completed survey, outliers, 

normality, and reliability. Each variable in the survey was tested for outliers to identify response(s) that 

could distort the data analysis results. Outliers are values that exceed the mean results (Bonett & Wright, 

2015). The Kolmogorov-Smirnov Test of Normality was used to determine the normality of the data 

collected because the data for both variables were found not to be normally distributed. The reliability of 

the data compiled was evaluated utilizing Cronbach's α to determine the result's internal reliability (Bonett 

& Wright, 2015).  

The sample was taken from the 609 firefighters currently employed within a metropolitan fire 

service organization in Colorado. A total of 183 responses were collected, resulting in a 30% response 

rate. No responses were removed because each respondent completed each item on the survey. Therefore, 

a sample size of 183 was used in this analysis. The duration of data collection for each data collection 

instrument was two weeks. The data were recorded utilizing the online survey platform SurveyPlanet.  

After the survey participation period of two weeks, the data were exported to an Excel sheet. The 

exported data were saved and password protected. There were no variations or deviations from the data 

collection plan during the data collection process. Approximately 92% of the respondents were male. The 

respondents aged 35 to 44 and 45 to 54 comprised 64% of the total age groups (Appendix C). Descriptive 

statistics measured central tendency (mean, median, mode), range, variance, and standard deviation. In 

addition, an outlier and variable distribution (skewness and kurtosis) analysis was performed (Table 1). 

 

 

Table 1 

Numerical Summaries of Servant Leadership and Employee Engagement Variables   

Numerical Summaries  



 

8                                        Business Management Research and Applications: A Cross Disciplinary Journal 

 M SD Skew Kurt N 

Servant Leadership 4.10 0.99 -0.23 -0.76 183 

Employee Engagement  5.24 1.24 -0.93 -0.56 183 

 

A post hoc analysis was conducted to ascertain the study's statistical power analysis (Kang, 

2021). The G*Power calculation resulted in 0.9861491 power, higher than the predicted .80 power. 

Dimensional analysis was used to determine the scale reliability. The reliability of the data 

collected was calculated using R Commander. The reliability of the servant leadership survey was 0.90, 

and the reliability of the employee engagement survey was .986., as illustrated in Table 2. 

 

Table 2 

 

Reliability of Survey Instruments 

 Reliability 

Servant Leadership .90 

Employee Engagement .986 

 

The two variables utilized in this study were formed by coupling two separate, reliable, and valid 

surveys: the shortened version of the UWES-9 and the shortened version of the servant leadership survey 

(See Appendix A). 

 

Exploratory Data Analysis 

 

As shown in Figure 1, the histogram illustrates the distribution of respondents' selection to 

questions across the servant leadership and employee engagement variables. According to Harsh et al. 

(2018), histograms are used to visually illustrate outliers, skewness, and other data distribution features 

around the data. 

 

Figure 1 

Histogram of Frequency Scores of Servant Leadership and Employee Engagement Variables

  

Outlier Analysis 



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Outliers are identified errors that may have occurred based on erroneous data entries or 

questionnaire issues during sampling (Mowbray et al., 2018). Each variable was examined for outliers 

utilizing the normality test, and the distribution was assessed. As shown in Figure 2, the box plot for 

servant leadership indicated seven outliers from respondents numbers 61, 70, 77, 94, 95, 106, and 159. 

The seven potential outliers for servant leadership were not removed from the data set. The box plot for 

employee engagement found zero outliers.  

 

Figure 2 

Boxplot for Servant Leadership and Employee Engagement 

 

 The quantile-quantile plot (Q.Q. plot) is a graphical illustration that was used to determine if the 

data set has a standard distribution (Dansana et al., 2020). According to Zuzani et al. (2019), quantiles 

come from the same distribution if the points form a straight line. The sample data is considered skewed 

if a straight line does not occur. The Q.Q. Plots in Figure 3 illustrate data clusters around the straight line. 

The data around servant leadership and employee engagement are not normally distributed.   

 

Figure 3 

Q.Q. Plot for Servant Leadership and Employee Engagement 

 

As illustrated in Figure 4, the scatter plot depicts a moderate positive linear relationship between 

variables. Li et al. (2022) mention that scatter plots are the most widely used data visualization tools.  



 

10                                        Business Management Research and Applications: A Cross Disciplinary Journal 

 

 

Figure 4 

Scatterplot for Servant Leadership and Employee Engagement 

 

The Anderson-Darling normality test was used to assess deviations from normality. The test 

results on the servant leadership variable were significant: A = 3.5932, p-value = 0.000000005261 (Table 

3). Thus, the servant leadership variable was not normally distributed. The test results on the employee 

engagement variable were also significant: A = 1.1084, p-value = 0.006489. Thus, the employee 

engagement variable was considered to be not normally distributed.  

 

Table 3 

Anderson Darling Normality Test 

 Anderson Darling  

Study Variables A P-Value 

Servant Leadership 3.5932 0.000000005261 

Employee Engagement  1.1084 0.000000005261 

 

A test of the relationship between servant leadership and employee engagement was performed. 

Both variables were found not to be normally distributed. Therefore, the Pearson correlation test could not 

be used (Mukaka, 2012). The Spearman's rank correlation rho was selected as the test statistic. The result 

of the test was significant, S = 425349, p-value < .001. The Spearman's rank correlation rho of 0.5835564 

indicates a moderate positive relationship.  

The research question concerned the possibility of a correlation between servant leadership and 

employee engagement. Utilizing the data collection instruments SLS-7 and UWES-9 and non-parametric 

testing, this study revealed a significant relationship between servant leadership and employee 

engagement in the fire service industry. The post hoc calculation revealed that the study included enough 

participants to minimize a type II error.  

Given these results, the null hypothesis of no relationship between servant leadership and 

employee engagement (H10) can be rejected. Subsequently, this study identified a statistically significant 

moderate relationship between servant leadership and employee engagement among firefighters in the 

United States. The next section presents the study's findings, conclusions, theoretical and practical 

implications, recommendations for future research, and closing remarks.  

 



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Recommendations and Conclusions  
 

The results of this study provide insights substantiating the relationship between servant 

leadership and employee engagement in the fire service industry. The findings can guide fire service 

industry leaders to understand the significant role of leadership in promoting employee engagement and 

the potential impacts on organizational success if servant leadership principles are not integrated into 

daily practice. This research fills a gap in the literature by providing quantitative data on the connection 

between servant leadership and employee engagement in the fire service field. 

The findings support developing and implementing a servant leadership training program within 

the fire service industry and other public sectors by emphasizing leadership as a key facet of employee 

motivation and retention. This addition to existing research could broaden the understanding of various 

leadership types in enhancing employee well-being across different industries. The fire service industry 

invests heavily in its human capital to deliver top-tier services to communities, and recognizing servant 

leadership as a vital resource can significantly enhance organizational efficiency and effectiveness. 

The problem identified is that firefighters face numerous motivation-depleting challenges, such as 

illnesses from daily exposures, exhaustion, and burnout. This research contributes to the body of 

knowledge regarding the responsibility of organizations to build a leadership pipeline based on servant 

leadership principles. By developing and implementing such programs, fire service organizations can 

cultivate a culture that enhances relationships and drives employee engagement. Leaders trained in 

servant leadership can create systems and processes focusing on positive employee outcomes, potentially 

reducing firefighter exposure to harmful conditions. A servant leadership-based culture can enhance 

firefighter well-being and retention while decreasing costs associated with high employee turnover. 

This study can be utilized by fire service executives and human resource professionals to improve 

employee engagement and workplace satisfaction. By leveraging servant leadership, organizations can 

link employee success with organizational success, achieving a competitive advantage through positive 

relationships. This study produced new knowledge specific to the fire service industry, addressing 

previous research gaps. According to Bentein et al. (2022), future research should examine the 

generalizability of servant leadership's relationship to public sector engagement. Effective leadership 

practices can prevent burnout, on-the-job injuries, poor customer service, and undesirable emergency 

response outcomes, which are critical for maintaining high organizational performance. 

The study's limitation is that it only included career firefighters, which may affect the 

generalizability of the findings across the entire fire service industry. Future research should include 

volunteer or paid-per-call fire departments and explore other public service sectors to add depth to the 

subject. Additionally, a qualitative or mixed-methods approach could broaden the understanding of 

employee engagement. 

Future research should address the gaps identified by focusing on additional sectors in both public 

and private industries. Using the UWES-9 and SLS-7 research instruments across multiple industries can 

strengthen the reliability of these tools and expand the application of research findings. This study 

substantiates a significant relationship between servant leadership and employee engagement in the fire 

service industry. The practice recommendations are based on these findings and several theoretical 

foundations centered on employee engagement and leadership pillars. This approach can create a synergy 

of business sustainability, efficiency, and effectiveness while supporting employee well-being through 

healthy relationships. 

Fire service organizations should implement formal leadership programs that include servant 

leadership training and benchmarks within promotion packets, aligning with the organization's mission, 

vision, and values. Establishing a leadership education and training pipeline will foster employee 

engagement. Emphasizing servant leadership within organizational culture can significantly improve 

employee engagement, performance, and retention, thus enhancing organizational commitment and 

loyalty. This synergetic approach focuses on creating a productive and safe workplace, allowing 

individual members' intrinsic motivation to thrive and supporting the organization's social fabric. 



 

12                                        Business Management Research and Applications: A Cross Disciplinary Journal 

This research underscores the importance of creating a healthy work environment for firefighters 

by fostering strong leader-employee relationships, which increases motivation, supports retention, and 

creates a resilient organization capable of serving communities effectively. As Dr. Martin Luther King Jr. 

stated, "He who is greatest among you shall be a servant" (King, 1968). This philosophy highlights that 

true greatness and organizational success stem from servant leadership. By embodying servant leadership, 

fire service organizations can achieve their vision and mission, ensuring the well-being and engagement 

of their most valuable resource: their employees. 

 

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16                                        Business Management Research and Applications: A Cross Disciplinary Journal 

APPENDIX A 

Survey Instrument 

 

Demographic Questions 

1. Are you currently working in the Fire Service Industry? 

Yes___ 

No ___ 

 

2. Are you a firefighter? 

Yes ___ 

No ____ 

 

3. How long have you worked as a firefighter? 

0-2 year(s) 

2-5 years 

5-10 years 

10-20 years 

20+ years 

 

4. What is your age group? 

18-24 

25-34 

35-44 

45-54 

Over 55 

 

5. What is your gender? 

Male 

Female 

Prefer not to say 

 

6. What is your ethnicity? 

White/Caucasian 

Hispanic/Latino 

Black/African American 

Native American/American Indian 

Asian/Pacific Islander 

Other 

 

7. What is the highest degree or level of school you have completed? 

Less than a high school diploma 

High school degree or equivalent 

Bachelor's Degree 

Master's Degree 

Doctorate 

Other 

 

 



January 2025 | Volume 4, Number 1 

 

 

 

17  

Survey Instrument-Leadership and Wellness  

PLEASE SELECT ONE 

FOR EACH 

QUESTION THAT 

COMES CLOSEST TO 

REFLECTING YOUR 

OPINION 

strongly 

disagree 

disagree slightly 

disagree 

neutral slightly 

agree 

agree strongly 

agree 

1 My leader can tell 

if something work-

related is going 

wrong. 

       

2 My leader makes 

my career 

development a 

priority. 

       

3 I would seek help 

from my leader if I 

had a personal 

problem. 

       

4 My leader 

emphasizes the 

importance of 

giving back to the 

community. 

       

5 My leader puts my 

best interest ahead 

of his/her own. 

       

6 My leader gives 

me the freedom to 

handle difficult 

situations in the 

way that I feel is 

best. 

       

7 My leader would 

not compromise 

ethical principles 

in order to achieve 

success. 

       

PLEASE SELECT ONE 

FOR EACH 

QUESTION THAT 

COMES CLOSEST TO 

REFLECTING YOUR 

OPINION 

ABOUT IT. 

Never Almost 

Never  

 

(A few 

times a 

year or 

less) 

Rarely  

 

 

 

(Once a 

month 

or less) 

Sometimes  

 

 

 

(A few 

times a 

month) 

Often  

 

 

 

(Once 

a 

week) 

Very 

often 

(A 

few 

times 

a 

week) 

Always  

 

 

 

 

 

(Everyday) 

8 At my work, I feel 

bursting with 

energy. 

       



 

18                                        Business Management Research and Applications: A Cross Disciplinary Journal 

9 At my job, I feel 

strong and 

vigorous. 

       

10 My job inspires 

me. 

       

11 I am enthusiastic 

about my job. 

       

12 When I get up in 

the morning, I feel 

like going to work. 

       

13 I feel happy when 

I am working 

intensely. 

       

14 I am proud of the 

work that I do. 

       

15 I am immersed in 

my work. 

       

16 I get carried away 

when I'm working. 

       

 

  



January 2025 | Volume 4, Number 1 

 

 

 

19  

Appendix B 
 

Reliability of UWES Scales 

 UWES-9 (N=9,679) UWES-15 (N=9,679) UWES-17 (N=9,679) 

 Total Md Range Total Md Range Total Md Range 

Vigor .84 .84 .75-.91 .86 .86 .81-.90 .83 .86 .81-.90 

Dedication* .89 .89 .83-.93 .29 .91 .88-.95 .92 .92 .88-.95 

Absorption  .79 .79 .70-.84 .82 .81 .75-.87 .82 .80 .70-.88 

 

Note. The dedication scale of the UWES-15 and 17 are identical. 

Test-retest Reliability of the UWES Scales. 

Scale Salvation Army 

(Australia) (N=293) 

Paramedics 

(Norwegian) (N=563) 

vigor 6 .64 .71 

vigor 5 .64 .70 

vigor 3 .61 .71 

dedication 5 .58 .69 

dedication 3 .56 .66 

absorption 6 .58 .69 

 

Scale Salvation Army 

(Australia) (N=293) 

Paramedics 

(Norwegian) (N=563) 

absorption 5 .58 .68 

absorption 3 .57 .63 

UWES-17 .63 .72 

UWES-15 .62 .72 

UWES-9 .64 .73 

 

  



 

20                                        Business Management Research and Applications: A Cross Disciplinary Journal 

Appendix C 
 

Descriptive Statistics of Completed Surveys 

Demographic Statistics Full Sample 

 n % 

Years of Service 

0-2 year(s) 10 5.46 

2-5 years 12 6.55 

5-10 years 24 13.11 

10-20 years 52 28.41 

20+ years 84 49.01 

Prefer not to say 1 .54 

Age 

18-24 2 1.09 

25-34 34 18.57 

35-44 63 34.42 

45-54 54 29.50 

Over 55 28 15.30 

Prefer not to say 2 1.09 

Gender 

Female 11 13.25 

Male 168 91.80 

Prefer not to say 4 1.63 

Ethnicity  

White/Caucasian 153 83.60 

Hispanic/Latino 7 3.82 

Black/African American 4 2.18 

Native American/American Indian 7 3.82 

Asian/Pacific Islander 3 1.63 

Other 2 1.09 

Prefer not to say 13 7.10 

Education 

Less than a high school diploma 0 0 

High school degree or equivalent 30 16.39 

Bachelor's Degree 100 54.64 

Master's Degree 24 13.11 

Doctor Degree 0 0 

Other 27 14.75 

Prefer not to say 2 1.09 

 

Note. Reflects the number and percentage of participants who completed the survey. 

 

 


