Original Research

Servant leadership, trust and implications for the “Base-of-the-Pyramid” segment in South Africa

A. Chatbury, D. Beaty, H. S. Kriek
South African Journal of Business Management | Vol 42, No 4 | a505 | DOI: https://doi.org/10.4102/sajbm.v42i4.505 | © 2018 A. Chatbury, D. Beaty, H. S. Kriek | This work is licensed under CC Attribution 4.0
Submitted: 09 October 2018 | Published: 31 December 2011

About the author(s)

A. Chatbury, Sasol Ltd, South Africa
D. Beaty, Gordon Institute of Business Science, University of Pretoria, South Africa
H. S. Kriek, Wits Business School, University of the Witwatersrand, South Africa

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Abstract

This paper examines the relationship between servant leadership and interpersonal trust in South Africa. The results of this empirical investigation, conducted among low level employees and their managers, revealed a statistically significant relationship between servant leadership and interpersonal trust using Spearman’s r-value of 0.664 (p< 0.05). These findings will be discussed in terms of their implications for establishing what kind of leadership model might work at the Base of the Pyramid (BOP) and how this approach might build trust among stakeholders in the informal economy in South Africa.

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Crossref Citations

1. The influence of emotional intelligence and trust on servant leadership
Marieta Du Plessis, Zani Wakelin, Petrus Nel
SA Journal of Industrial Psychology  vol: 41  issue: 1  year: 2015  
doi: 10.4102/sajip.v41i1.1133