The Role of Servant Leadership on Employee Retention at South Nyanza Sugar Company in Migori County, Kenya

Abstract

This research sought to highlight the experiences of employees at Sony Sugar Company in Kenya with servant leadership, with the aim to enhance understanding of its role on employee retention. Servant leadership contributes to employee empowerment, motivation, performance, and job satisfaction with a likelihood of contributing to employee retention. The study was based on the Theory of Servant Leadership, Job Embeddedness Theory and Leadership-Membership Exchange (LMX) Theory. This study adopted an interpretivist research philosophy and qualitative design, selecting a manageable sample size of 30 employees, representing 10% of South Nyanza Sugar Company (Sony Sugar) total workforce of 300. Purposive sampling was applied to select respondents and data was gathered using interviews. Data was analyzed through content and thematic analysis with results presented in tables and figures. The study revealed that servant leadership at South Nyanza Sugar Company (Sony Sugar) is a key factor contributing to employee retention, with all 30 participants expressing no intentions of leaving the organization. This was attributed to the inspiration and satisfaction derived from servant leadership practices. Among junior employees, all 25 participants confirmed that their leaders empowered them to perform efficiently, while the five managers agreed that servant leadership facilitated opportunities for professional growth. Additionally, servant leaders instilled positive motivation among employees, fostering a supportive environment that encouraged commitment. Employees felt a strong sense of belonging and loyalty to the organization, further underscoring the connection between servant leadership, employee commitment, and retention. To strengthen retention, the study recommends adopting servant leadership policies, prioritizing participative leadership, and providing manager training. Regular training sessions should be formalized to enhance employee skills, while policymakers should implement regulations promoting training, empowerment, and rewards. Future research should examine the feasibility of servant leadership in other manufacturing companies not in the agriculture sector to compere findings.