The Role of Policy Makers in Improving Servant Leadership in the Implementation of Emerging Technologies in Some Selected Nigerian Telecommunication Companies
- Gaya Zainab Ahmed
- 4668-4678
- Jun 17, 2025
- Leadership
The Role of Policy Makers in Improving Servant Leadership in the Implementation of Emerging Technologies in Some Selected Nigerian Telecommunication Companies
Gaya Zainab Ahmed
University of America, California, USA
DOI: https://dx.doi.org/10.47772/IJRISS.2025.905000357
Received: 11 May 2025; Accepted: 15 May 2025; Published: 17 June 2025
ABSTRACT
The effective integration of emerging technologies in public institutions relies heavily on policymakers’ servant leadership qualities. This study investigates policymakers’ roles in improving servant leadership during the implementation of emerging technologies in selected Nigerian telecommunication companies. Both quantitative and qualitative research approaches were used. The survey interviewed 425 policymakers and stakeholders, while 22 Focus Group Discussions (FGDs) were also conducted. Data collected through questionnaires were analyzed using descriptive and inferential statistics, while the FGDs conducted were recorded, transcribed, and analyzed using thematic analysis to identify key themes and insights. The results show that 85% of respondents believe servant leadership is crucial for successful technology implementation, while 90% agree that policymakers’ servant leadership behaviors positively impact stakeholders’ trust and collaboration. The findings highlight the significance of policymakers’ servant leadership in promoting innovation, trust, and collaboration among stakeholders. Recommendations include prioritizing servant leadership training, fostering open communication, and encouraging active participation in decision-making. This study’s implications provide valuable insights for policymakers, public administrators, and scholars seeking to enhance emerging technology implementation in public institutions.
Keywords: Servant Leadership, Emerging Technologies, Policymakers
INTRODUCTION
The rapid growth of emerging technologies, such as artificial intelligence, blockchain, and the Internet of Things (IoT), has transformed the telecommunication industry (Bharadwaj et al., 2020). Effective leadership is crucial to harness these innovations and drive organizational success (Bushra et al., 2020). Servant leadership, a leadership approach that prioritizes employees’ growth and well-being, has been recognized as a vital factor in achieving this success (Liden et al., 2020). However, the implementation of emerging technologies in Nigerian telecommunication companies has been hindered by inadequate leadership (Ogbonnaya et al., 2020). Policy makers play a crucial role in shaping the leadership landscape of these organizations (Adeyeye et al., 2025). This study aims to investigate the role of policy makers in promoting servant leadership in the implementation of emerging technologies in selected Nigerian telecommunication companies.
Theoretical Framework
The theoretical framework for this study integrates the servant leadership theory and the technology acceptance model (TAM) to examine the role of policymakers in improving servant leadership in the implementation of emerging technologies.
Servant Leadership Theory: Servant leadership theory emphasizes the leader’s role in serving others and prioritizing their needs (Eva et al., 2020). Servant leaders focus on empowering and developing their followers, fostering a positive organizational culture, and promoting collaboration and teamwork (Liden et al., 2020).
Technology Acceptance Model (TAM): The technology acceptance model (TAM) explains how users form attitudes and intentions towards using new technologies (Venkatesh et al., 2020). TAM posits that perceived usefulness and perceived ease of use are key determinants of technology adoption (Park et al., 2022).
Integration of Servant Leadership and TAM: This study integrates servant leadership theory and TAM to examine the impact of policymakers’ servant leadership behaviors on the adoption of emerging technologies. The framework proposes that policymakers’ servant leadership behaviors (e.g., empathy, empowerment, and stewardship) influence the perceived usefulness and perceived ease of use of emerging technologies among stakeholders (Hassan et al., 2023).
Hypothesized Relationships
Policymakers’ servant leadership behaviors positively influence stakeholders’ perceived usefulness of emerging technologies.
Policymakers’ servant leadership behaviors positively influence stakeholders’ perceived ease of use of emerging technologies.
Stakeholders’ perceived usefulness and perceived ease of use of emerging technologies positively influence their intention to adopt and use these technologies.
Key Constructs
Servant Leadership Behaviors: Policymakers’ behaviors that prioritize stakeholders’ needs, empower them, and foster a positive organizational culture.
Perceived Usefulness: Stakeholders’ beliefs about the benefits and usefulness of emerging technologies.
Perceived Ease of Use: Stakeholders’ beliefs about the ease of using emerging technologies.
Intention to Adopt: Stakeholders’ intentions to adopt and use emerging technologies.
EMPIRICAL REVIEW
The empirical review of studies on servant leadership and technology implementation reveals a positive relationship between servant leadership and technology acceptance among employees. Winston and Fields (2015) found that servant leadership positively influenced employees’ perceived usefulness and perceived ease of use of technology. Similarly, Hassan et al. (2018) and Kim and Lee (2020) found that servant leadership was positively related to employees’ attitudes towards technology adoption and their perceived usefulness and ease of use of emerging technologies.
According to Van Dierendonck (2011), policymakers can create an enabling environment that promotes servant leadership by developing policies and regulations that prioritize the needs of stakeholders. Servant leadership has been shown to promote a culture of innovation and experimentation, which is essential for the successful implementation of emerging technologies (Liden et al., 2008). However, policymakers face several challenges in promoting servant leadership, including a lack of knowledge and expertise, and resistance from organizational leaders (Cummings & Worley, 2014). Studies on policymakers’ role in technology implementation also suggest that policymakers’ leadership behaviors, including servant leadership, play a crucial role in facilitating the implementation of emerging technologies in public sector organizations. Chen et al. (2016) found that transformational leadership, which includes servant leadership, was positively related to technology adoption in public organizations. Siddique et al. (2019) and Alam et al. (2020) also found that policymakers’ servant leadership behaviors were positively associated with the successful implementation of emerging technologies and employees’ intentions to adopt emerging technologies.
The empirical review highlights the importance of servant leadership in facilitating the implementation of emerging technologies in both private and public sector organizations. Servant leadership behaviors, such as empathy, listening, and empowerment, can help to build trust and foster a positive attitude towards technology adoption among employees. Policymakers can play a crucial role in promoting servant leadership behaviors among public sector employees, which can ultimately lead to successful technology implementation.
Despite the growing body of research on servant leadership and technology implementation, there are gaps in the literature that need to be addressed. Most of the existing studies have focused on the private sector, with limited research on the public sector. Additionally, there is a need for more studies that specifically examine the role of policymakers in improving servant leadership in the implementation of emerging technologies. Further research is also needed to explore the specific servant leadership behaviors that are most effective in facilitating technology implementation.
Statement of the Problem
The Nigerian telecommunication industry is facing significant challenges in implementing servant leadership, a leadership approach that prioritizes employees’ growth and well-being. A major obstacle is the lack of clarity in identifying servant leaders, making it difficult to determine who embodies these qualities. This ambiguity is further complicated by the association of servant leadership with religious ideals, which can make it challenging for individuals from diverse backgrounds to embrace.
Moreover, the inadequate training and development of public servants, including those in the telecommunication industry, exacerbates the problem. This lack of training hinders the effective implementation of servant leadership, as leaders may not possess the necessary skills to prioritize their employees’ needs. The Nigerian public service system’s struggles with corruption and indiscipline also undermine the principles of servant leadership.
The role of policy makers in promoting servant leadership is another significant challenge. Policy makers may face resistance from stakeholders accustomed to traditional leadership approaches. Furthermore, the implementation of emerging technologies in the telecommunication industry requires policy makers to develop and implement policies that support servant leadership. However, the lack of clear guidelines and frameworks for servant leadership can make it difficult for policy makers to create effective policies.
Research Questions
This study aims to answer the following research questions
What is the current state of servant leadership in selected Nigerian telecommunication companies?
What role do policy makers play in promoting servant leadership in these companies?
What policies and strategies can policy makers implement to support servant leadership in the implementation of emerging technologies?
What are the challenges faced by policy makers in promoting servant leadership in Nigerian telecommunication companies?
Objectives
The objectives of this study are
To examine the current state of servant leadership in selected Nigerian telecommunication companies.
To investigate the role of policy makers in promoting servant leadership in these companies.
To identify policies and strategies that policy makers can implement to support servant leadership in the implementation of emerging technologies.
To determine the challenges faced by policy makers in promoting servant leadership in Nigerian telecommunication companies.
METHODOLOGY
Research Design
This study employs a quantitative research design, utilizing a survey questionnaire to collect data from telecommunication operators. Purposive sampling is used to select participants from companies that provide telecommunications services, specifically MTN, Glo, Airtel, and 9mobile in Nigeria.
Sampling Strategy
The study employed a purposive sampling technique to select respondents across major telecommunication providers in Nigeria. The sample comprised 425 stakeholders from the telecommunication sector. Additionally, a Focus Group Discussion (FGD) was conducted, consisting of 22 participants, including:
Policy makers from relevant government agencies
Leaders and managers from Nigerian telecommunication companies
Experts in servant leadership and emerging technologies
Representatives from industry associations and regulatory bodies
Data Collection Instrument
The data collection instrument is a survey questionnaire consisting of 20 questions, divided into four sections:
Demographic Information (5 questions): age, gender, occupation, level of education, and years of experience.
Servant Leadership (6 questions): assessing respondents’ perceptions of servant leadership in the implementation of emerging technologies.
Policymakers’ Role (5 questions): evaluating respondents’ opinions on the role of policymakers in promoting servant leadership in the implementation of emerging technologies.
Emerging Technologies (5 questions): examining respondents’ attitudes towards the implementation of emerging technologies.
Data Analysis
The quantitative data was analyzed using descriptive statistics (mean, standard deviation, frequency) and inferential statistics (t-test, ANOVA, regression analysis). The data was also analyzed using SPSS software. The qualitative data collected through focus group discussion was recorded, transcribed, and analyzed using thematic analysis to identify key themes and insights. The findings provided valuable insights into the role of policy makers in promoting servant leadership in the implementation of emerging technologies in Nigerian telecommunication companies.
RESULTS AND DISCUSSION
Servant Leadership Behaviors
The results (Tables 1) showed a positive correlation between servant leadership behaviors, such as empathy, empowerment, stewardship, vision, influence, and behavior, and successful technology implementation. The results show that policymakers’ servant leadership behaviors, such as empathy, empowerment, stewardship, vision, influence, and behavior, are positively correlated with the implementation of emerging technologies. This suggests that policymakers who exhibit servant leadership behaviors are more likely to successfully implement emerging technologies. To support this result, research by Sendjaya et al. (2019) highlighted the importance of empathy and vision in servant leadership, noting that these behaviors can lead to increased employee engagement and innovation. Another study by Ling et al. (2016) found that the relationship between servant leadership and organizational outcomes may be more complex than previously thought, and that other factors such as organizational culture and structure may play a moderating role.
Empathy and empowerment were particularly important servant leadership behaviors in this context. Policymakers who demonstrated empathy towards employees and stakeholders were more likely to understand their needs and concerns, leading to more effective technology implementation. Similarly, policymakers who empowered employees to take ownership of technology implementation were more likely to see successful outcomes. These findings are supported by research, such as a study by Liden et al. (2008), which found that servant leadership behaviors like empowerment and stewardship were positively related to employee job satisfaction and organizational commitment. Also, research by Sendjaya et al. (2019) highlighted the importance of empathy and vision in servant leadership, noting that these behaviors can lead to increased employee engagement and innovation.
Stewardship and vision were also crucial servant leadership behaviors. Policymakers who demonstrated stewardship by prioritizing the needs of the organization and its stakeholders were more likely to make informed decisions about technology implementation. Additionally, policymakers with a clear vision for the organization were more likely to effectively communicate the benefits and challenges of emerging technologies to stakeholders. The importance of stewardship and vision in servant leadership is supported by various research studies. For instance, Van Dierendonck (2011) found that stewardship is a key aspect of servant leadership, and leaders who prioritize the needs of their organization and stakeholders foster a positive work environment. Sendjaya et al. (2019) also highlighted the significance of vision in servant leadership, noting that leaders with a clear vision inspire and motivate their followers. However, some studies suggest that the impact of stewardship and vision may vary depending on the organizational context and culture (Hunter et al., 2013). Nonetheless, policymakers who demonstrate stewardship and vision are more likely to build trust with stakeholders and promote successful technology implementation. By prioritizing these behaviors, organizations can develop leaders who effectively communicate the benefits and challenges of emerging technologies, ultimately driving successful implementation outcomes.
Table 1: Servant Leadership Behaviors
| Variable | Mean | Standard Deviation | Min | Max |
| Leadership Priorities | 3.85 | 0.92 | 1 | 5 |
| Employee Empowerment | 3.67 | 0.95 | 1 | 5 |
| Transparency and Communication | 3.91 | 0.88 | 1 | 5 |
| Recognition and Rewards | 3.82 | 0.94 | 1 | 5 |
| Servant Leadership Practices | 3.75 | 0.96 | 1 | 5 |
Implementation of Emerging Technologies
The results presented in Table 2 indicate a positive correlation between the implementation of emerging technologies and policymakers’ servant leadership behaviors.
Adoption and utilization are critical aspects of technology implementation. The results show that policymakers’ servant leadership behaviors are positively correlated with adoption and utilization. This suggests that policymakers who exhibit servant leadership behaviors are more likely to encourage employees to adopt and utilize emerging technologies. A study by Ling et al. (2016) found that servant leadership was positively related to employee innovation and creativity, which can facilitate the adoption and utilization of emerging technologies.
Effectiveness and efficiency are also important outcomes of technology implementation. The results show that policymakers’ servant leadership behaviors are positively correlated with effectiveness and efficiency. This suggests that policymakers who exhibit servant leadership behaviors are more likely to ensure that emerging technologies are used effectively and efficiently. This implies that policymakers who demonstrate servant leadership behaviors are more likely to achieve successful implementation of emerging technologies.
Table 2: Implementation of Emerging Technologies
| Variable | Mean | Standard Deviation | Min | Max |
| Adoption | 3.61 | 1.01 | 1 | 5 |
| Utilization | 3.73 | 0.98 | 1 | 5 |
| Effectiveness | 3.85 | 0.92 | 1 | 5 |
| Efficiency | 3.79 | 0.94 | 1 | 5 |
Note: The means and standard deviations are based on a 5-point Likert scale, where 1 = “Strongly Disagree” and 5 = “Strongly Agree”.
Strategies for Improving Servant Leadership
Table 3 results suggest that policymakers can use various strategies to improve servant leadership in the context of emerging technology implementation. The strategies with the highest mean scores are:
- Communication and Collaboration (mean = 4.35, standard deviation = 0.78): This strategy involves regular communication with stakeholders and collaboration with technology experts. The high mean score suggests that policymakers consider this strategy crucial for improving servant leadership.
- Accountability and Transparency (mean = 4.32, standard deviation = 0.80): This strategy involves establishing clear accountability mechanisms and ensuring transparency in technology implementation. The high mean score indicates that policymakers believe this strategy is essential for promoting servant leadership.
- Training and Development (mean = 4.21, standard deviation = 0.85): This strategy involves providing leadership development programs and technology training and education. The moderate mean score suggests that policymakers consider this strategy important but not as critical as communication and collaboration or accountability and transparency.
Sub-Components of Strategies
The results also provide insights into the sub-components of each strategy:
Regular communication with stakeholders (mean = 4.42, standard deviation = 0.75): This sub-component has the highest mean score, indicating that policymakers believe regular communication with stakeholders is crucial for improving servant leadership.
Establishing clear accountability mechanisms (mean = 4.38, standard deviation = 0.77): This sub-component has a high mean score, suggesting that policymakers consider clear accountability mechanisms essential for promoting servant leadership.
Providing incentives for technology adoption (mean = 4.11, standard deviation = 0.91): This sub-component has a moderate mean score, indicating that policymakers believe providing incentives for technology adoption is important but not as critical as other sub-components.
Implications
The results have several implications for policymakers and public institutions:
Prioritize communication and collaboration: Policymakers should prioritize communication and collaboration with stakeholders to improve servant leadership.
Establish clear accountability mechanisms: Policymakers should establish clear accountability mechanisms to promote servant leadership.
Provide training and development opportunities: Policymakers should provide training and development opportunities to enhance the skills and knowledge of employees.
Another study by Barbuto and Wheeler (2006) found that leadership development programs, such as training and development, can be effective in promoting servant leadership behaviors. In contrast, a study by Yukl (2010) found that effective leadership strategies may vary depending on the organizational context and culture. While communication, accountability, and training may be important, other strategies like empowering employees or providing visionary leadership might be more critical in certain situations.
By implementing these strategies, policymakers can improve servant leadership in the context of emerging technology implementation, leading to more effective and efficient technology adoption.
Table 3: Strategies of implementing servant leadership
| Strategies | Mean | Standard Deviation | Min | Max |
| Training and Development | 4.21 | 0.85 | 1 | 5 |
| Leadership development programs | 4.15 | 0.89 | 1 | 5 |
| Technology training and education | 4.28 | 0.82 | 1 | 5 |
| Communication and Collaboration | 4.35 | 0.78 | 1 | 5 |
| Regular communication with stakeholders | 4.42 | 0.75 | 1 | 5 |
| Collaboration with technology experts | 4.29 | 0.83 | 1 | 5 |
| Empowerment and Autonomy | 4.18 | 0.87 | 1 | 5 |
| Empowering employees to make decisions | 4.22 | 0.85 | 1 | 5 |
| Providing autonomy in technology implementation | 4.15 | 0.89 | 1 | 5 |
| Accountability and Transparency | 4.32 | 0.80 | 1 | 5 |
| Establishing clear accountability mechanisms | 4.38 | 0.77 | 1 | 5 |
| Ensuring transparency in technology implementation | 4.27 | 0.84 | 1 | 5 |
| Incentives and Recognition | 4.05 | 0.93 | 1 | 5 |
| Providing incentives for technology adoption | 4.11 | 0.91 | 1 | 5 |
| Recognizing employees’ contributions to technology implementation | 4.00 | 0.95 | 1 | 5 |
Benefits of Implementing Servant Leadership
The results as shown in Table 4, suggest that implementing servant leadership in the implementation of emerging technologies in public institutions has several benefits:
- Improved employee engagement: The highest mean score (4.42) indicates that servant leadership is associated with improved employee engagement, which is essential for successful technology implementation.
- Enhanced collaboration and teamwork: The second-highest mean score (4.38) suggests that servant leadership promotes collaboration and teamwork, leading to better technology implementation outcomes.
- Increased transparency and accountability: The mean score of 4.35 indicates that servant leadership is linked to increased transparency and accountability, which are critical for effective technology implementation.
- Better decision-making and problem-solving: The mean score of 4.32 suggests that servant leadership is associated with better decision-making and problem-solving, leading to more effective technology implementation.
- Improved public services and outcomes: The mean score of 4.28 indicates that servant leadership is linked to improved public services and outcomes, which is the ultimate goal of technology implementation in public institutions.
Table 4: Benefit of implementing servant leadership
| Benefits | Mean | Standard Deviation | Min | Max |
| Improved employee engagement | 4.42 | 0.75 | 1 | 5 |
| Enhanced collaboration and teamwork | 4.38 | 0.77 | 1 | 5 |
| Increased transparency and accountability | 4.35 | 0.78 | 1 | 5 |
| Better decision-making and problem-solving | 4.32 | 0.80 | 1 | 5 |
| Improved public services and outcomes | 4.28 | 0.82 | 1 | 5 |
Challenges of Implementing Servant Leadership
Table 5 results highlight several challenges associated with implementing servant leadership in the implementation of emerging technologies in public institutions:
Resistance to change from employees: The highest mean score among challenges (3.92) indicates that resistance to change from employees is a significant obstacle to implementing servant leadership.
Limited resources and budget constraints: The mean score of 3.85 suggests that limited resources and budget constraints are significant challenges to implementing servant leadership.
Difficulty in measuring servant leadership outcomes: The mean score of 3.79 indicates that measuring the outcomes of servant leadership is a challenge.
Challenges in implementing servant leadership in a hierarchical organization: The mean score of 3.75 suggests that implementing servant leadership in a hierarchical organization is a challenge.
Limited understanding of servant leadership among policymakers: The lowest mean score among challenges (3.71) indicates that limited understanding of servant leadership among policymakers is a challenge.
Table 5: Challenges of implementing servant leadership
| Challenges | Mean | Standard Deviation | Min | Max |
| Resistance to change from employees | 3.92 | 0.93 | 1 | 5 |
| Limited resources and budget constraints | 3.85 | 0.95 | 1 | 5 |
| Difficulty in measuring servant leadership outcomes | 3.79 | 0.97 | 1 | 5 |
| Challenges in implementing servant leadership in a hierarchical organization | 3.75 | 0.99 | 1 | 5 |
| Limited understanding of servant leadership among policymakers | 3.71 | 1.01 | 1 | 5 |
Implications
The results have several implications for policymakers and public institutions:
Emphasize employee engagement and collaboration: Policymakers should prioritize employee engagement and collaboration to ensure successful technology implementation.
Address resistance to change: Policymakers should develop strategies to address resistance to change from employees.
Provide resources and training: Policymakers should provide resources and training to support the implementation of servant leadership.
Develop metrics to measure servant leadership outcomes: Policymakers should develop metrics to measure the outcomes of servant leadership.
Promote understanding of servant leadership among policymakers: Policymakers should promote understanding of servant leadership among policymakers to ensure effective implementation.
The survey also explored the causal relationships between servant leadership and technology implementation success. Ninety percent (90%) of respondents agreed that servant leadership has a positive impact on successful technology implementation, and regression analysis showed a significant positive correlation between servant leadership and technology implementation success (r = 0.75, p < 0.001). Additionally, 85% of respondents believed that servant leadership training can improve technology implementation outcomes, and 80% reported that their institutions offer servant leadership training programs for policymakers.
Finally, the respondents provided recommendations for developing and sustaining servant leadership in public institutions. Eighty percent (80%) of respondents recommended providing servant leadership training programs for policymakers, and 75% suggested fostering a culture of innovation, trust, and collaboration within public institutions. Additionally, 85% of respondents recommended partnering with external experts to design and deliver servant leadership training programs, and 80% suggested using a combination of classroom training, coaching, and mentoring to develop policymakers’ servant leadership skills.
Research has consistently shown that servant leadership is essential for successful technology implementation in public institutions. A study by Van Dierendonck (2011) found that servant leadership is positively related to organizational commitment and job satisfaction, while research by Liden et al. (2008) showed that servant leadership is associated with increased trust and collaboration among stakeholders. Additionally, a study by Hassan et al. (2018) found that servant leadership is positively related to technology adoption and implementation success.
The importance of servant leadership in public institutions is further underscored by its impact on policymakers’ behavior and stakeholders’ perceptions. Research by Liden et al. (2008) found that policymakers who exhibit servant leadership behaviors are more likely to be successful in implementing emerging technologies, while a study by Van Dierendonck (2011) showed that servant leadership behaviors are positively related to organizational commitment and job satisfaction. Furthermore, stakeholders perceive servant leadership as having a positive impact on technology implementation, and stakeholders’ trust and collaboration are essential for successful technology implementation.
The causal relationship between servant leadership and technology implementation success is also well-established. A study by Hassan et al. (2018) found a significant positive correlation between servant leadership and technology implementation success, while research by Kim and Lee (2020) showed that servant leadership is associated with increased trust and collaboration among stakeholders. Additionally, servant leadership training can improve technology implementation outcomes, and servant leadership training can increase policymakers’ servant leadership behaviors.
In terms of strategies for developing and sustaining servant leadership in public institutions, research recommends providing servant leadership training programs for policymakers and fostering a culture of innovation, trust, and collaboration within public institutions. Partnering with external experts to design and deliver servant leadership training programs and using a combination of classroom training, coaching, and mentoring to develop policymakers’ servant leadership skills are also recommended. Finally, establishing clear policies and procedures for technology implementation and establishing a servant leadership framework to guide policymakers’ decision-making and behavior are essential for supporting servant leadership and successful technology implementation.
CONCLUSION AND RECOMMENDATIONS
Conclusion
The implementation of emerging technologies requires effective leadership that prioritizes the needs of stakeholders. Servant leadership is essential in this context, and policymakers play a crucial role in promoting servant leadership. By developing policies and regulations, providing training and development programs, and encouraging collaboration and partnerships, policymakers can create an enabling environment that promotes servant leadership in the implementation of emerging technologies.
Recommendations
The following recommendations are made for policymakers to promote servant leadership in the implementation of emerging technologies:
Develop a national strategy for servant leadership: Policymakers should develop a national strategy for servant leadership that outlines the vision, mission, and objectives for promoting servant leadership in the implementation of emerging technologies.
Provide incentives for organizations: Policymakers should provide incentives for organizations that practice servant leadership in the implementation of emerging technologies.
Establish a servant leadership academy: Policymakers should establish a servant leadership academy that provides training and development programs for leaders.
Future research should focus on developing strategies for policymakers to promote servant leadership in the implementation of emerging technologies. Additionally, future research should examine the relationship between servant leadership and the implementation of emerging technologies in different contexts.
The servant leadership is a critical factor in facilitating the implementation of emerging technologies in both private and public sector organizations. Policymakers can play a crucial role in promoting servant leadership behaviors among public sector employees, which can ultimately lead to successful technology implementation. Therefore, it is essential for policymakers to prioritize servant leadership development among public sector employees to facilitate the successful implementation of emerging technologies.
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