The Effect of Servant Leadership on Organizational Justice in the Public Universities of the Amhara Region

Abstract

The purpose of this study was to examine the effect of servant leadership on organizational justice in the public universities of the Amhara region. A descriptive survey and correlational design were used. The size of the population was 2170. Of these, 705 instructors were selected using proportional stratified random sampling technique. A standard questionnaire was used to collect the data. One sample t-test, structural equation modelling, multiple regression and one-way ANOVA were employed to analyse the data. The result of one sample t-test indicated that department heads manifested servant leadership behavior in relation to emotional healing, creating value for the community, conceptual skills, helping subordinates grow and succeed moderately while empowering, putting subordinates first and behaving ethically were observed to a limited extent. Similarly, distributive justice was found to some extent but procedural and interactional justice were observed to a little extent. There was a statistically significant relationship between servant leadership and organizational justice. The result of multiple regression indicated that 36.1% of the variance in organizational justice was significantly predicted by emotional healing, creating value for the community, conceptual skill, helping subordinates grow and succeed, and behaving ethically. Significant differences were found among instructors in their perception of servant leadership and organizational justice based on the generations of universities. Thus, it is concluded that servant leadership had significant effect on organizational justice. Therefore, it is suggested to improve the current status of servant leadership and organizational justice in the universities.