How does servant leadership impact employee performance in a state-owned construction company? An analysis with organizational citizenship behavior as an intervening variable
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Abstract
This study examines the pivotal role of leadership in organizational functioning, specifically examining its impact on enhancing employee performance. The research focuses on understanding and analyzing the influence of Servant Leadership on Employee Performance, with Organizational Citizenship Behavior (OCB) serving as the intervening variable. Employing a descriptive quantitative research design, the study encompasses employees from a State-Owned Construction Company in Jakarta, Indonesia. The research uses 100 samples. The research draws upon primary and secondary data derived from field studies and library research. Using path analysis, hypothesis testing, and the coefficient of determination as analytical tools, the findings reveal the significant influence of Servant Leadership (X) on both Employee Performance (Y) and Organizational Citizenship Behavior (Z) at 10.1% and 58.2%, respectively. Furthermore, OCB (Z) exhibits a noteworthy effect on Employee Performance (Y) at 7.6%, while Servant Leadership (X) significantly impacts Employee Performance (Y) through OCB (Z) at 27.9%. The research results show that servant leadership has a significant and positive impact on employee performance, both directly and through OCB, highlight the potential to enhance organizational outcomes even beyond the percentages demonstrated in this study.
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DOI: https://doi.org/10.59429/esp.v9i8.2799
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