How to encourage lecturer performance in research through servant leadership, organizational commitment, and tacit knowledge sharing

Abstract

<p>The purpose of the present study was to analyze the role of servant leadership, organizational commitment, and tacit knowledge sharing in enhancing research performance. To this end, a survey of 400 randomly recruiting private university lecturers was conducted. The data were analyzed by using SEM covariant. The analysis result showed that leadership that tends to exhibit service and sacrifice towards its subordinate improved organizational commitment, particularly in the continuance and normative dimensions. Tacit knowledge sharing was found to promote the affective dimension of lecturers' corporate responsibility to research performance. Tacit knowledge sharing plays a mediating role between servant leadership and commitment organization and research performance. It was found to determine the research performance. The present study calls for knowledge management for tacit knowledge sharing to improve performance from a theoretical perspective. This can be done by focusing on tacit knowledge sharing about research, especially concerning research methodology and practical method development. From a practical standpoint, the study calls for extending and developing a structured tacit knowledge sharing supported by sharing culture among the lecturers.</p>

Servant leadership and employee prosocial rule-breaking: The underlying effects of psychological safety and compassion at work

“…Lee, Lyubovnikova [ 13 ] systematic review concludes that SL has the characteristics to satisfy subordinates based on emotional, ethical, spiritual, and relational grounds. According to Hoch, Bommer [ 40 ], the empirical power of SL is higher than other positive leadership styles, and it has emerged as one of the most important leadership styles for producing numerous positive outcomes including improving employees’ commitment [ 41 ], engagement [ 42 ], motivation and job performance [ 43 ], creativity and innovations [ 44 ], work-related wellbeing [ 45 ], innovative work behavior [ 46 ], citizenship behaviors [ 47 ], positive deviance [ 48 ], productive voice behavior [ 49 ] and pro-social behaviors [ 50 ].…”

Does Servant Leadership Induce Organizational Commitment Through Job Satisfaction? Evidence from the Telecom Sector

“…Hence, it is a unique leadership style and thereby followers may feel to reciprocate the gesture. Therefore, it is no surprise that researchers have studied servant leadership together with job satisfaction (Hasanuddin, Mustainah, & Buntuang, 2021), organizational commitment (Winarno, & Hermana, 2021) and employee performance (Sarwar, Cavaliere, Ammar, & Afzal, 2021).…”

The role of organisational commitment in knowledge sharing amongst academics: an insight into the critical perspectives for higher education

“…, 2020; Kelloway and Barling, 2000; Rehman et al. , 2020; Smith and McKeen, 2002; Van Den Hooff and De Ridder, 2004; Vu and Yazdani, 2021; Wiarno and Hermana, 2021) are limited and have not depicted a distinctive picture that could be beneficial for practice. For example, Costa and Monterio (2012) tested the relationship between the three components of organisational commitment and KS, including information donation and collection, in universities.…”

“…Similarly, Vu and Yazdani (2021) reported a positive impact of organisational commitment on KS amongst 500 lecturers in Vietnamese universities. Further, in a study conducted on 400 private university lecturers in Indonesia, Wiarno and Hermana (2021) concluded that tacit KS is affected by organisational commitment in terms of the research performance of faculty.…”