A thesis submitted in partial fulfilment of the requirements of the University of Wolverhampton for the Degree of Doctor of Philosophy.Family businesses, including those owned by ethnic minority groups, are vital to the UK's economy. Indian family firms, for example, contribute significantly to the nation's GDP, providing employment, fostering innovation, and supporting local communities. The importance of servant leadership emphasises the leader's responsibility to serve others and prioritise their well-being and growth. This leadership style has been linked to higher job satisfaction among employees, a crucial factor for the success of small family firms. In family businesses, both family and non-family employees play essential roles. Family employees often profoundly understand the business's values, history, and long-term goals. In contrast, non-family employees bring diverse perspectives and expertise, contributing to the company's adaptability and resilience. Balancing the needs and expectations of both groups is vital for maintaining a harmonious and productive work environment, ultimately leading to the firm's success.
Despite growing interest in leadership research within family businesses, there remains a notable gap in the study of ethnic minority businesses, particularly in the United Kingdom. This thesis addresses this gap by focusing on servant leadership and its influence on job satisfaction among family and non-family employees. It also explores the moderating effect of socioemotional wealth (SEW) on this relationship. This study aims to understand the subject matter using a mixed-method research design. The findings suggest that job satisfaction in small family firms differs in terms of its impact on family and non-family employees.
This research offers several valuable contributions to understanding servant leadership within UK-based family firms, particularly those of Indian origin. Examining the role of servant leadership in enhancing job satisfaction for family and non-family employees in family businesses, thus shedding light on the potential benefits of adopting this leadership approach within such firms. Investigating the moderating impact of SEW on the relationship between servant leadership and job satisfaction reveals that while SEW positively influences family employees, it harms non-family employees. Expanding the scope of research on Indian family businesses in the UK contributes to the broader knowledge base on ethnic minority enterprises within the country
