Servant Leadership, Authentic Leadership, and Ethical Leadership Styles on Employee Voice Behaviour, Organisational Commitment, and Job Performance in Selected Manufacturing Firms in Rivers State

Abstract

This study examined the relationship between servant leadership, authentic leadership, and ethical leadership and employee outcomes comprising employee voice behaviour, organisational commitment, and job performance in selected manufacturing firms in Rivers State, Nigeria. A correlational cross-sectional survey design was adopted, with a sample of 258 employees drawn from eight manufacturing companies using stratified random sampling. Validated instruments were adapted on a 5-point Likert scale. Spearman Rank Correlation and multiple regression analyses were employed. Results revealed that all three leadership styles positively and significantly predicted employee outcomes. The model accounted for 87.4% of variance in employee outcomes (R² = .874, F = 285.43, p < .001), with ethical leadership as the strongest predictor (β = .374). Drawing on Social Exchange Theory, Self-Determination Theory, and Social Learning Theory, the study concludes that leaders who demonstrate integrity, stewardship, and ethical conduct create environments where employees speak up, commit, and perform at higher levels.