The impact of servant leadership on Enhancing the quality of work life Field research in college Al-Rafidain in Baghdad Governorate

Authors

  • Muhammad Jassim Waheed Faculty of Economic Sciences and Management Sfax Business Administration
  • Prof. Dr. Nisreen Fathi Mokhtar Al-Halawani Faculty of Economic Sciences and Management Sfax Business Administration

DOI:

https://doi.org/10.58564/EASJ/3.2.2024.11

Keywords:

Servant leadership and Quality of work life for employees at Al-Rafidain College

Abstract

The current research aims to explore the impact of servant leadership on the quality of work life for employees in a private college in the province of Baghdad. The modern style that was reflected in one way or another on the business environment and its impact on the behavior of employees, as the traditional leadership style became unable to face these challenges. From a group of employees randomly amounting to (161) individuals, from the college cadres within the framework of the research, especially a group from Al-Rafidain Private College in Baghdad Governorate. The data was analyzed using a number of statistical methods, for example (the arithmetic mean, standard deviation, Pearson correlation coefficient, and the structural treatment model). The research reached a set of conclusions, the most important of which is the existence of a significant correlation between servant leadership at the level of the quality of work life for employees in the researched organization. The results of the field study confirmed that servant leadership at the level of the overall organization, as it contributes to a positive impact in enhancing the advanced stages in the quality of work life. for its employees

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Published

2024-06-01

How to Cite

Muhammad Jassim Waheed, & Prof. Dr. Nisreen Fathi Mokhtar Al-Halawani. (2024). The impact of servant leadership on Enhancing the quality of work life Field research in college Al-Rafidain in Baghdad Governorate. Economic and Administrative Studies Journal , 3(2), 143–158. https://doi.org/10.58564/EASJ/3.2.2024.11

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