Unravelling the Interplay of Servant Leadership, Cognitive Trust, and Employee Wellbeing: A Cae of An Emerging Economy

Abstract

This study examines the relationship between servant leadership, cognitive-based trust, and employee wellbeing in Pakistan's healthcare sector. Grounded in existing research, our study explains the theoretical underpinnings of servant leadership, cognitive-based trust, and employee wellbeing. Servant leadership prioritizes followers' needs, fostering positive outcomes such as organizational citizenship behavior and job engagement. Cognitive-based trust, rooted in transparent communication and shared values, is fundamental to healthy leader-follower relationships and organizational commitment. Employee wellbeing, encompassing physical and psychological dimensions, is crucial for organizational success. In Pakistan's healthcare sector, marked by its complexity and the need for positive work environments, this study investigates how servant leadership and cognitive-based trust impact employee wellbeing. Four hypotheses are formulated: (1) Servant leadership positively correlates with overall employee wellbeing, (2) Servant leadership positively influences cognitive-based trust development, (3) Higher levels of cognitive-based trust correlate with enhanced wellbeing, and (4) Servant leadership's positive influence on wellbeing is mediated by cognitive-based trust. Through empirical testing, this research aims to deepen understanding of leadership, trust, and wellbeing dynamics in healthcare, providing insights for organizational practices. By elucidating these relationships, the study seeks to contribute to the creation of flourishing and sustainable workplaces in Pakistan's healthcare sector.