The Relationship between Team Performance, Authentic and Servant Leadership

This study examines the effects of authentic and servant leadership on team performance using a sample obtained from the United Arab Emirates (UAE). Structural equation modelling determined whether the influence of servant lead-ership on team performance is greater compared to that of authentic leadership. The findings from 181 respondents indicate that servant leadership had a signifi-cant greater effect on team performance compared to authentic leadership. Fur-thermore, authentic leadership affected team performance and the influence of consideration leadership on team performance was found to be comparable to that of authentic leadership. Results also showed that authentic and servant lead-ership accounted for 59% of the variance in team performance, suggesting organ-isations should train and/or hire those leaders who are vested with ethical leader-ship behaviours (authentic and servant leadership) if they wish to maintain and/or increase team performance. Direction for future research and practical implica-tions for leadership and business approaches are discussed.