Does Servant Leadership Promote Emotional Intelligence and Organizational Citizenship Behavior among Employees? A Structural Analysis

Abstract

The last two decades have seen a conspicuous rise in the importance of leadership styles. Servant Leadership (SL) is believed to be a pioneering style of leadership that aims to serve others first. Based on the Social Learning Theory and Social Exchange Theory, this study investigates whether SL promotes Organizational Citizenship Behavior (OCB) among employees. In this regard, it also examines what role the employees’ Emotional Intelligence (EI) plays between the two variables. A sample of 422 responses was obtained from the managerial and non-managerial staff service and manufacturing industries using a non-probability sampling technique. The data that was collected was analyzed using the PLS-SEM technique. The results indicated a strong positive relationship between SL and OCB. Moreover, the employees’ EI was also found to mediate the relationship between the two variables partially. The analysis showed that leaders who can serve their followers’ needs and expectations to the best of their abilities could promote and strengthen EI among their employees, which eventually boosted their followers’ behavior’s emotional and motivational aspects. This study suggests that managers adopt an SL style that fosters empathy and trust with their employees. Meeting their employees’ expectations and requirements may boost their EI, which helps them attract positive energy and create an atmosphere of mutual respect and collaboration.

Relationship between Corporate Social Responsibility, Organizational Trust, and Corporate Reputation for Sustainable Performance

“…Dynamic firms give utmost importance to CSR activities since they act as leading factors in formulating corporate strategies [21,22]. The rules and norms of business responsibility and the organization's general obligations are reflected in explicit and implicit CSR policies [23].…”

The requisite role of emotional intelligence in customer service in the retail banking sector

“…On the other hand, EI has been at the center of controversy throughout the years despite a growing body of academic research. A very recent study focusing on Pakistan explored EI among managers and concluded that “leaders who can serve their follower’s needs and expectations to the best of their abilities could promote and strengthen EI among their employees, which eventually boosts their followers’ behavior’s emotional and motivational aspects” (Kumari et al , 2022). The literature review revealed different models that propose various conceptualizations of the EI construct (Larsen et al , 2003; Kanesan and Fauzan, 2019).…”

An Employee-Supervisor Analysis of Counterproductive Workplace Behaviours as an Outcome of Social Rank

“…Overall, previous research supports an association among servant leadership and numerous positive employee outcomes, such as improving employee motivation (Kumari et al, 2022), ethical behaviours (Sendjaya et al, 2019), and organizational commitment (Lapointe & Vandenberghe, 2018). Further, employees of servant leaders have been found to be more likely to engage in tasks outside of the scope of their immediate job description to assist their coworkers and their organization (Chiniara & Bentein, 2016).…”

“…In line with this, servant leaders also empower followers in ways such as incorporating their input into important decisions, including them in various organizational processes, and providing them with opportunities to enhance their skills (Hunter et al, 2013). It has also been suggested that servant leadership promotes a positive work climate and subsequently results in positive employee outcomes, such as increases in employee well-being (Parris & Peachey, 2013), productivity (Kumari et al, 2022), and job satisfaction (Guillaume et al, 2013). Additionally, servant leadership has been found to decrease both employee turnover intentions (Kashyap & Rangnekar, 2016) and employee deviance (Paesen et al, 2019).…”

“…Further, employees of servant leaders have been found to be more likely to engage in tasks outside of the scope of their immediate job description to assist their coworkers and their organization (Chiniara & Bentein, 2016). Similarly, research also suggests that servant leaders inspire their employees to work collaboratively and include colleagues in various work-related tasks (Kumari et al, 2022). Thus, given this previous research, I hypothesized that when employees high on SDO also experienced servant leadership, they would be less likely to engage in CWB.…”