Servant and authentic leadership styles have been known to elicit positive outcomes in all organizational levels, but are they adequate for the challenges presented by the VUCA world? In today's business dynamics, it is exigent for Start-ups to adopt complex leadership traits to face the stiff competition. In this descriptive study, 586 employees working in STEM start-ups ranging from manufacturing, engineering and technology are chosen to understand the impact of authentic-servant leadership style on the employees' burnout while the trust in supervisor is studied in a mediating role. The cohesiveness of authentic and servant leadership constructs is tested using Canonical Correlation. The empirical evidence shows that authentic servant leaders in a start-up would help reduce employees' burnout experienced in their workplace. In times of uncertainty, when the leader is authentic while giving importance to the employees' psychological well-being, in his or her transactions with the employees, it would go a long way in boosting their morale. This study is one of the first to identify the effectiveness of combining these two leadership styles and it contributes to the annals of leadership research in studying the triage of factors namely employee burnout, trust in supervisor and authentic-servant leadership in a start-up climate. The author concludes by charting out a detailed future agenda for attuning authentic-servant leadership practices towards sustainability of start-ups.
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