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Research Article Open access CC BY 4.0

Servant Leadership's Contribution to Organizational Culture-Mediated Job-Related Outcomes and Leader-Related Outcomes

Willem Naa, Farida Jasfar, Lucy Warsindah, Robert Kristaung

Journal of Economics, Management and Trade · pp. 35–44 · Published 10 Oct 2022

10.9734/jemt/2022/v28i111053

Abstract

Aims: The purpose of this study is to examine the impact of servant Leadership on psychological empowerment, organizational commitment, organizational citizenship behavior, job satisfaction, and leader effectiveness with organizational culture as moderation of third-echelon officials in the Mimika District Government of Papua Province, Indonesia. Study Design: The study design of this research is a hypothesis-testing with non-probability sampling. Place and Duration of Study: 120 respondents from November 2021 to January 2022. Methodology: Partial Least Square with Structural Equation Modeling. Results: The results of this study are Servant Leadership has a positive and significant effect on four job-related outcomes, namely psychological empowerment; organizational commitment; organizational citizenship behavior, and job satisfaction. Meanwhile, corporate culture only significantly modifies the relationship between Servant Leadership, organizational citizenship behavior, and job satisfaction. Conclusion: The practical implications of the research are that the most robust dimensions of servant leadership are listening, persuasion, visionary and capable. For organizational culture, the dimensions of Uncertainty avoidance, especially those related to complex monitoring systems, need to be simplified. And for the psychological empowerment variable, third echelon officials expect self-determination to choose to initiate and manage actions as leaders.

Servant leadership psychological empowerment organizational commitment organizational citizenship behavior job satisfaction leader effectiveness

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