Abstract
Purpose: The purpose of this study was to measure the relationship between followers' perceptions of the servant leadership of their immediate supervisor and followers' sense of empowerment in the context of small businesses. Methodology: The 116 participants shared their experience as employees in the small business arena. They were made up of workers recruited at small business locations and students recruited at a business school on a university campus. Participants responded to two research instruments: (a) a 10–item survey assessing servant leadership behaviors, and (b) a 19–item survey assessing the worker's perception of being empowered. Findings: Examination of quantitative data collected from the 116 participants substantiated the scholars' claims that servant leaders empower their followers. In addition, it adds to the study of servant leadership by demonstrating that servant leadership behaviors have a strong correlation with followers' perceptions that they are empowered. The study shows that servant leadership behaviors have strong correlations with followers' perceptions of both structural empowerment and the psychological empowerment of followers. Conclusions: The study data support the conclusion that servant leaders empower their followers and that the followers of servant leaders perceive they have been empowered. Recommendations: Further research is advised: Descriptive-correlational studies of servant leadership behaviors, follower empowerment, organizational outcomes, and follower outcomes would clarify the current understanding of the complex results of servant leadership. Also, it is recommended that the study be replicated in different geographical locations, cultural settings, and in larger organizations.