Drawing from research on work engagement, contingent leadership, and
social capital, the authors investigate the relationship between servant
leadership and work engagement, as well as how this relationship might
be moderated by leader–follower social capital. Data captured from 263
employees of four information technology (IT) companies show that
servant leadership enhances work engagement, especially at higher levels
of goal congruence and social interaction. In addition, a significant threeway interaction effect shows that, in conditions marked by high social
interaction, goal congruence more strongly enables the conversion of
servant leadership into enhanced work engagement. These findings have
significant implications for HRD research and practice.