Supervisory servant leadership and employee’s work role performance

Abstract

Purpose The purpose of this paper is to explore whether employee’s perceived organizational support and organizational identification (OID) have a mediating role in the relationship between supervisor’s servant leadership and employee’s organization member performance. Design/methodology/approach The sample used in this study consists of 181 salespeople and 83 sales managers. The model entails a cross-level mediation process that was tested using dyadic data and multilevel structural equation modeling. Findings Findings show that sales managers’ servant leadership is directly and positively related to salespeople’s organization member performance. In addition, sales managers’ servant leadership is indirectly related to salespeople’s organization member performance through the salespeople’s perceived organizational support – salespeople’s OID chain. Practical implications In order to increase employee’s organizational member performance, employees with a “we” mentality and who feel the need to serve should be selected for and promoted to supervisors. To enhance employees’ perceived organizational support and OID is also important, as these factors will encourage employees to behave in the best interest of the organization. Originality/value This is the first study to provide evidence for the relationship between servant leadership and organization member performance, as well as the mediating roles of employee’s perceived organizational support and OID on this relationship.

The Effect of Servant Leadership, Organizational Culture in Employee Performance Mediated by Job Satisfaction ( Study Case of Al-Kahfi Islamic Boarding School, Somalangun, Kebumen)

“…This means that serving leadership applied to Islamic boarding schools does not directly influence employee performance but has an indirect effect when mediated by job satisfaction, this result shows that in this context leaders must be able to provide job satisfaction for employees to be able to have an impact on employee performance. The results of this study are not in accordance with the research conducted by Otero, Varela, Bande, (2016). The results show that Servant Leadership has a positive effect on employee performance.…”

“…The results of his research show that servant leadership has a positive effect on job satisfaction. Furthermore, research conducted by Otero, Varela, Bande, (2016). The results show that Servant Leadership has a positive effect on employee performance.…”

Does Servant Leadership’s People Focus Facilitate or Constrain Its Positive Impact on Performance? An Examination of Servant Leadership’s Direct, Indirect, and Total Effects on Branch Financial Performance

“…In support, extant research indicates that servant leadership is positively associated with positive psychological climate (Ozyilmaz & Cicek, 2015), trust climate (Ling et al, 2017), and serving culture (Liden, Wayne, et al, 2014). It is also associated with team psychological safety (Schaubroeck et al, 2011) and perceived organizational support (Otero-Neira et al, 2016; Rai & Prakash, 2016; Zhou & Miao, 2014). Servant leadership is thus expected to be positively related to branch support climate:…”

Servant Leadership Style and High-Performance Work System Practices: Pathway to a Sustainable Jordanian Airline Industry

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