Servant leadership, team-based learning and hope and optimism : a sectoral comparative study

Purpose: This is an era of unprecedented turbulence. The current coronavirus disease 2019 (Covid-19) global pandemic testifies to this turmoil as, daily, the unknown dynamically unfolds. It is important during challenging times like these that leadership and organisational response enhance a shared positive vision for the future of humanity. This study aimed at determining the role played by servant leadership (SL) in promoting employee well-being, specifically, a positive future expectation in terms of hope and optimism (H&O), as well as the impact that team-based learning (TBL) has on this relationship, and whether this is the same for both the private and public sectors. Design/methodology/approach: This study employed an empirical paradigm, using a cross- sectional design and quantitative analysis. The total sample consisted of 1560 participants, with 780 employed in the private and public sector, respectively. Findings/results: The results suggest that both SL and TBL have a significant impact on employees' H&O, with TBL being a mediating variable and with stronger relationships reported for the private sector. Technically, the TBL instrument employed was validated for South African use and the study included a statistical assessment of common method bias, which was found not to skew the results. Practical implications: This study provides further empirical evidence that SL is positively associated with H&O. Secondly, the future-mindedness and future-orientation of H&O could stimulate adaptive responses during this time of uncertainty and turmoil. Thus, H&O, as potential resilience factors, could generate resilience by harnessing opportunities and setbacks both during the Covid-19 pandemic and in its aftermath. Originality/value: The practical value of this article is in the empirical evidence that both the leaders and the organisation have an impact on the employees' wellness and positive work attitudes.