Employee disengagement is a significant issue, with research indicating only 23% of employees worldwide are engaged at work, leading to decreased productivity and high turnover rates. This problem is particularly evident in industries with hierarchical leadership models prioritizing profits over employee well-being. In the business sector, disengagement reduces innovation, lowers organizational commitment, and weakens competitive advantage. The service industry also suffers, as disengaged employees negatively impact both customer satisfaction and operational efficiency. Servant leadership, with its emphasis on employee development and well-being, has been identified as a potential solution. This study is a systematic review, a structured approach to analyzing existing research to identify trends, gaps, and best practices, using key databases such as Google Scholar and ProQuest. Major themes include the impact of leadership style on engagement, psychological safety, and organizational trust. These themes are crucial in fostering workplace cultures to enhance job satisfaction and performance. Future research can employ quantitative surveys using engagement scales to measure engagement levels and a qualitative phenomenological study to explore employee lived experiences under servant leadership.
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