The Effect of Servant Leadership and Psychological Safety on Employee Commitment and Workplace Engagement

This paper presents a conceptual model of servant leadership, psychological safety, work engagement, and individual commitment. Psychological safety is positioned as a causal factor that provides answers addressing why servant leaders have positive effects on individual commitment and work engagement. The depicted model operates under the consideration that commitment and engagement serve two distinct roles based on the study conducted by Hirschfeld and Feild (2000). Theory-based propositions are developed linking servant leadership and psychological safety to individual commitment and work engagement. Finally, the authors provide a framework that may be utilized for future research.