This book explores the effects of leadership approaches in the healthcare sector on doctors’ work experiences, with a particular focus on the role of servant leadership in job crafting, job satisfaction, and work engagement within the framework of person–job fit. In contemporary healthcare institutions, the sustainability of service quality depends not only on organisational structures and technical competence but also on doctors’ alignment with their jobs and the positive work attitudes they exhibit.

In the study, building on the supportive and employee-centred nature of servant leadership, this leadership style was examined in terms of how it shapes doctors’ perceptions of their work, how they actively craft their jobs, the extent to which they derive satisfaction from their work, and the degree to which they are engaged in their work. Person–job fit, defined as the alignment between individuals’ abilities, values, and expectations and the requirements of their jobs, was treated as a key concept; the mediating role of servant leadership in strengthening this fit and facilitating the emergence of positive job outcomes was empirically tested.

The research is based on survey data collected from 299 doctors working in large-scale hospitals in Erzurum, Türkiye, and the findings are evaluated using statistical analyses. The results demonstrate that perceptions of servant leadership have a significant and positive effect on doctors’ job crafting, job satisfaction, and work engagement, while person–job fit plays a crucial mediating role in these relationships. Moreover, person–job fit emerges as a strong independent predictor of these job outcomes.

In this respect, the book adopts a holistic perspective on the relationships between leadership, fit, and work experience in the healthcare sector and offers valuable insights for fostering healthier, more sustainable, and people-centred working environments at both individual and organisational levels.