The Indirect Effects of Servant Leadership Behavior on Organizational Citizenship Behavior and Job Performance

Abstract


 
 
 The relationship between leader and followers plays a vital role, particularly in educational institutions where a keen understanding of human character and high level of social interaction ought to be facilitated. For this reason, in stark contrast to contemporary leaders who see people only as units of production or expendable resources in a profit and loss statement, servant leadership focuses on meeting the needs of followers, making them reach their maximum potential and so perform optimally in order to achieve organizational goals and objectives. This study examines the effects of servant leadership behaviors of private college principals on teachers’ organizational citizenship behavior and job performance. Using 300 respondents from the private education institutes in Turkey, servant leadership behavior is examined for its indirect effects on organizational citizenship behavior and job performance by its impact on organizational justice. Organizational justice acts as a mediator between the variables in question. All the results are in support of the studied mediation effects. Implications of the findings and suggestions for future research are discussed.
 
 

The Effect of Servant Leadership on Organizational Citizenship Behavior: The Role of Trust in Leader as a Mediation and Perceived Organizational Support as a Moderation

“…In addition, empirical evidence also reports an indirect relationship in SL mechanisms towards OCB (Zehir et al, 2013;Wu et al, 2013;Hunter et al, 2013;Newman et al, 2015). This empirical support indicates that there are potential mediating variables in the effect of SL on OCB.…”

“…This logic is in line with affective event theory (AET) (Weiss & Cropanzano, 1996) that certain stimuli will have an impact on attitudes and then produce behavior. The urgency of the presence of trust in leaders (TIL) is supported by previous studies which suggest further studies can consider TIL as a mediator in the SL mechanism in OCB (Dixon, 2013;Ehrhart, 2004;Zehir, 2013;Bambale, 2014). Bambale (2014) also revealed that the role of TIL mediation had not been a concern in uncovering the SL mechanism against OCB.…”

“…In contrast to the formulation of hypothesis 1 which supports direct effect, previous studies also reported an indirect effect between SL and OCB (Zehir et al, 2013;Newman et al, 2015;Hunter et al, 2013). The effect of SL on OCB is reported to be mediated by a number of variables including organizational justice (Zehir et al, 2013), LMX (Wu et al, 2013), and service climate (Hunter et al, 2013). In addition, Dulebohn et al (2012) revealed that the view that the behavior of leaders directly effects OCB is an old leadership approach.…”

“…This is because previous research has not focused on exploring the role of trust in the effect of SL on OCB. A number of other researchers in the SL field have also recommended the important role of trust in the effect of SL on OCB to be explored in subsequent studies (Ehrhart, 2004;Walumbwa et al, 2010;Dixon, 2013;Zehir et al, 2013).…”

The Relationship between Servant Leadership and Organizational Citizenship Behavior: An Empirical Study on Saudi Insurance Companies

“…Bambale et al, (2012), have suggested that many successful organizations have employees which goes a step further, beyond their own job description, for helping others in the organization. Zehir et al, (2013) suggested that organizational citizenship behavior portrayal by the employees is crucial for the long term survival of an organization as it helps in increasing the efficiency and productivity of the employees and organizations, respectively. As per Ja'afaru (2014), organizational citizenship behavior is a form of job performance there are three broad categories of job performance namely task performance, extra role performance and counterproductive work behavior.…”