Investigation of Identifying the Components of Servant Leadership Among Municipal Employees in Kerman Province

Subject Areas : Human resource management

Morteza Afsahi ¹ , Mohammad Jalal Kamali ² , Ameneh Firozabadi ³

1 - Department of Management, Kerman Branch, Islamic Azad University, Kerman, Iran
2 - Assistant Professor, Department of Management, Kerman Branch, Islamic Azad University, Kerman, Iran
3 - Assistant Professor, Department of Social Sciences, Bardsir Branch, Islamic Azad University, Bardsir, Iran

Received: 2025-01-19 Accepted : 2025-01-26 Published : 2025-10-15

Keywords: Humility, Ethics, Servant Leadership, Kerman Municipality.,

Abstract :

This research aims to investigate and identify the components of servant leadership among municipal employees in Kerman Province to enhance management quality and improve organizational performance. This study is applied-basic in terms of purpose and qualitative in terms of data type. The population consisted of university experts and municipal officials in Kerman, selected purposively, totaling 15 participants. Data were collected through library research and semi-structured interviews. For validity assessment, expert interviews were conducted, and reliability was confirmed using inter-coder reliability method. Data analysis was performed using theoretical coding based on grounded theory and MAxqda software. The results indicated that the components of servant leadership include service (4.51), humility (4.40), trustworthiness (4.36), friendliness (4.36), interaction (4.34), work-life balance (4.28), foresight (4.39), and ethics (4.37). Based on these components, a model for servant leadership was proposed, which was validated against absolute, relative, and moderated indices. The findings suggest that managers should pay special attention to these components in planning and evaluating the performance of subordinate officials. Emphasizing these factors can lead to improving the current status and enhancing organizational performance in Kerman Municipality.

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