PL EN


Preferencje help
Widoczny [Schowaj] Abstrakt
Liczba wyników
Tytuł artykułu

Analysis of the role of servant leadership on employee’s job satisfaction mediated by leader-member exchange style among employees in the private higher education sector in Kuwait

Treść / Zawartość
Identyfikatory
Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
A growing body of literature explores the underlying mechanisms and processes that enable servant leadership to impact organizational performance, engagement, and outcomes positively. This research assesses the mediation role of leader-member exchange between servant leadership and job satisfaction among employees in Kuwait's universities. The study utilized a closed-ended survey that was distributed to 240 workers, with 205 valid responses received from employees working in two private higher education sectors in Kuwait. using Partial Least Squares-Structural Equation Modeling (PLS-SEM) was used for data analysis. The outcomes of the study demonstrated strong backing for the beneficial influence of servant leadership on leader-member exchange and job satisfaction. Furthermore, a positive correlation was established between leader-member exchange and job satisfaction among employees employed in Kuwait's private higher education sector. Moreover, the results partially validated the mediating effect of leader-member exchange in the relationship between servant leadership and employee job satisfaction. These results underscore the significance of integrating servant leadership principles into leadership approaches within this sector to improve employee satisfaction and overall organizational achievement.
Twórcy
  • School of Business Administration, Holy Spirit University of Kaslik
autor
  • College of Business Administration, American University of the Middle East
  • College of Business Administration, American University of the Middle East
Bibliografia
  • [1] R.K. Greenleaf, Servant leadership: A journey into the nature of legitimate power and greatness, (2002).
  • [2] A. Amussah, Leadership styles and its impact on employee performance, School of Social Sciences, Near East University, Nicosia, 2020.
  • [3] F. Saleem, Y.Z. Zhang, C. Gopinath, A. Adeel, Impact of servant leadership on performance: The mediating role of affective and cognitive trust, SAGE Open. 10 (2020) 215824401990056. https://doi.org/10.1177/2158244019900562.
  • [4] D. van Dierendonck, Servant leadership: A review and synthesis, J. Manage. 37 (2011) 1228–1261. https://doi.org/10.1177/0149206310380462.
  • [5] D. Said, D. Youssef, N. El-Bayaa, Y.I. Alzoubi, H. Zaim, The impact of diversity on job performance: evidence from private universities in Egypt, Acta Innov. (2023) 17–30. https://doi.org/10.32933/ActaInnovations.49.2.
  • [6] A. Abbas, M. Saud, I. Usman, D. Ekowati, Servant leadership and religiosity: An indicator of employee performance in the education sector, Int. J. Innov. Creat. Chang. 13 (2020) 391–409.
  • [7] M. Chiniara, K. Bentein, Linking servant leadership to individual performance: Differentiating the mediating role of autonomy, competence and relatedness need satisfaction, Leadersh. Q. 27 (2016) 124–141. https://doi.org/10.1016/j.leaqua.2015.08.004.
  • [8] A.M. Kumar, Servant leadership in Indian NGOs, 2020.
  • [9] A. Aggarwal, K. Nobi, D. Jaisinghani, G. Sharma, Analysing the mediating effect of leader-member exchange on the relationship between servant leadership and organisational commitment, Int. J. Econ. Bus. Res. 21 (2021) 287. https://doi.org/10.1504/IJEBR.2021.113144.
  • [10] K. Dahleez, M. Aboramadan, Servant leadership and job satisfaction in higher education: the mediating roles of organizational justice and organizational trust, Int. J. Leadersh. Educ. (2022) 1–22. https://doi.org/10.1080/13603124.2022.2052753.
  • [11] N. El-Bayaa, H.A. Elsaman, The efficacy of adopting servant leadership to improve employee engagement and job satisfaction. Empirical Study of Higher Education Sector in Kuwait, J. Posit. Sch. Psychol. 6 (2022) 10261–10265.
  • [12] A. Abbas, M. Saud, F. Suhariadi, I. Usman, D. Ekowati, Positive leadership psychology: Authentic and servant leadership in higher education in Pakistan, Curr. Psychol. 41 (2022) 5859–5871. https://doi.org/10.1007/s12144-020-01051-1.
  • [13] A. Al-Asfour, A. Charkasova, J. Rajasekar, E. Kentiba, Servant leadership behaviors and the level of readiness to covid-19 pandemic: evidence from USA higher education institutions, Int. J. Leadersh. Educ. (2022) 1–18. https://doi.org/10.1080/13603124.2022.2108505.
  • [14] A.A. Shafai, Servant-leadership in Higher Education in Saudi Arabia, Int. J. Servant-Leadersh. 12 (2018) 297–335. https://doi.org/10.33972/ijsl.79.
  • [15] G.B. Graen, M. Uhl-Bien, Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective, Leadersh. Q. 6 (1995) 219–247. https://doi.org/10.1016/1048-9843(95)90036-5.
  • [16] R. Liden, Multidimensionality of leader-member exchange: An empirical assessment through scale development, J. Manage. 24 (1998) 43–72. https://doi.org/10.1016/S0149-2063(99)80053-1.
  • [17] B. Akdol, F.S. Arikboga, Leader member exchange as a mediator of the relationship between servant leadership and job satisfaction: A research on Turkish ICT companies, Int. J. Organ. Leadersh. 6 (2017) 525–535.
  • [18] T. Kalifa, S. Ololo, F. Tafese, Intention to leave and associated factors among health professionals in Jimma Zone Public Health Centers, Southwest Ethiopia, Open J. Prev. Med. 06 (2016) 31–41. https://doi.org/10.4236/ojpm.2016.61003.
  • [19] B. Hasanuddin, M. Mustainah, C.P. Dewi Buntuang, The influence of servant leadership on job satisfaction with individual character as a moderating variable, Probl. Perspect. Manag. 19 (2021) 445–455. https://doi.org/10.21511/ppm.19(1).2021.37.
  • [20] E.B. Conant, The impact of role conflict on job satisfaction of independent school athletic directors, J. Amat. Sport. 3 (2017). https://doi.org/10.17161/jas.v0i0.5730.
  • [21] E.E. Lawler III, Motivation in work organizations, Brookes-Cole Publishing, Monterey, California: ERIC, 1973.
  • [22] E.A. Locke, The nature and causes of job satisfaction, Handb. Ind. Organ. Psychol. 1 (1976) 1297–1343.
  • [23] F. Şahin, The mediating effect of leader–member exchange on the relationship between Theory X and Y management styles and affective commitment: A multilevel analysis, J. Manag. Organ. 18 (2012) 159–174. https://doi.org/10.5172/jmo.2012.18.2.159.
  • [24] D. van Dierendonck, I. Nuijten, The servant leadership survey: Development and validation of a multidimensional measure, J. Bus. Psychol. 26 (2011) 249–267. https://doi.org/10.1007/s10869-010-9194-1.
  • [25] M. Aboramadan, B. Albashiti, H. Alharazin, K.A. Dahleez, Human resources management practices and organizational commitment in higher education, Int. J. Educ. Manag. 34 (2020) 154–174. https://doi.org/10.1108/IJEM-04-2019-0160.
  • [26] S. Drury, Employee perceptions of servant leadership: Comparisons by level and with job satisfaction and organizational commitment, Regent University, 2004.
  • [27] S.C. Hebert, The relationship of perceived servant leadership and job satisfaction from the follower’s perspective, Capella University, 2003.
  • [28] R.R. Washington, Empirical relationships among servant, transformational, and transactional leadership: Similarities, differences, and correlations with job satisfaction and organizational commitment, Auburn University, 2007.
  • [29] M. Lavoie-Tremblay, C. Gélinas, T. Aubé, E. Tchouaket, D. Tremblay, M.P. Gagnon, J. Côté, Influence of caring for COVID-19 patients on nurse’s turnover, work satisfaction and quality of care, J. Nurs. Manag. 30 (2022) 33–43. https://doi.org/10.1111/jonm.13462.
  • [30] C.A. Amadeo, A correlational study of servant leadership and registered nurse job satisfaction in acute health-care settings, University of Phoenix, 2008.
  • [31] K.P. Anderson, A correlational analysis of servant leadership and job satisfaction in a religious educational organization, University of Phoenix, 2005.
  • [32] C.I. Chu, H.M. Hsu, J.L. Price, J.Y. Lee, Job satisfaction of hospital nurses: an empirical test of a causal model in Taiwan, Int. Nurs. Rev. 50 (2003) 176–182. https://doi.org/10.1046/j.1466-7657.2003.00165.x.
  • [33] A. Salie, Servant-minded leadership and work satisfaction in Islamic organizations: A correlational mixed study, University of Phoenix, 2008.
  • [34] L.Z. Wu, E.C.Y. Tse, P. Fu, H.K. Kwan, J. Liu, The impact of servant leadership on hotel Employees’ “Servant behavior,” Cornell Hosp. Q. 54 (2013) 383–395. https://doi.org/10.1177/1938965513482519.
  • [35] J. Zeng, G. Xu, Linking ethical leadership to employee voice: The role of trust, Soc. Behav. Personal. an Int. J. 48 (2020) 1–12. https://doi.org/10.2224/sbp.9200.
  • [36] O. Janssen, N.W. Van Yperen, Employees’ goal orientations, the quality of leader - member exchange, and the outcomes of job performance and job satisfaction., Acad. Manag. J. 47 (2004) 368–384. https://doi.org/10.2307/20159587.
  • [37] J. Volmer, C. Niessen, D. Spurk, A. Linz, A.E. Abele, Reciprocal relationship between leader-member exchange (LMX) and job satisfaction: A cross-lagged analysis, Appl. Psychol. 60 (2011) 522–545. https://doi.org/10.1111/j.1464-0597.2011.00446.x.
  • [38] H. Heriyadi, H.K. Tjahjono, M.K.P. Rahayu, Improving organizational citizenship behavior through job satisfaction, leader-member exchange, and work-life balance, Binus Bus. Rev. 11 (2020) 97–104. https://doi.org/10.21512/bbr.v11i2.6193.
  • [39] B.J. Avolio, W. Zhu, W. Koh, P. Bhatia, Transformational leadership and organizational commitment: mediating role of psychological empowerment and moderating role of structural distance, J. Organ. Behav. 25 (2004) 951–968. https://doi.org/10.1002/job.283.
  • [40] O. Epitropaki, R. Martin, From ideal to real: A longitudinal study of the role of implicit leadership theories on leader-member exchanges and employee outcomes., J. Appl. Psychol. 90 (2005) 659–676. https://doi.org/10.1037/0021-9010.90.4.659.
  • [41] S. Tsang, C. Royse, A.S. Terkawi, Guidelines for developing, translating, and validating a questionnaire in perioperative and pain medicine, Saudi J. Anaesth. 11 (2017) 80. https://doi.org/10.4103/sja.SJA_203_17.
  • [42] Y.I. Alzoubi, A.Q. Gill, An Empirical Investigation of Geographically Distributed Agile Development: The Agile Enterprise Architecture is a Communication Enabler, IEEE Access. 8 (2020) 80269–80289. https://doi.org/10.1109/ACCESS.2020.2990389.
  • [43] D.S. Said, S. Agarwal, Y.I. Alzoubi, M.M. Momin, A. Naqvi, Occupational stress among Generation-Y employees in the era of COVID-19: cases from universities in India, Ind. Commer. Train. 55 (2023) 234–252. https://doi.org/10.1108/ICT-03-2022-0017.
  • [44] J.F. Hair, W.C. Black, B.J. Babin, R.E. Anderson, Multivariate data analysis, 7 ed., Pearson Prentice Hall, New York, 2010.
  • [45] J.F. Hair, G.T. Hult, C.M. Ringle, M. Sarstedt, N.P. Danks, S. Ray, Partial least squares structural equation modeling (PLS-SEM) using R. A workbook., Springer Nature, 2021.
  • [46] R.C. Liden, S.J. Wayne, H. Zhao, D. Henderson, Servant leadership: Development of a multidimensional measure and multi-level assessment, Leadersh. Q. 19 (2008) 161–177. https://doi.org/10.1016/j.leaqua.2008.01.006.
  • [47] A.M. Mohrman, R.A. Cooke, S.A. Mohrman, Participation in decision making: A multidimensional perspective, Educ. Adm. Q. 14 (1978) 13–29. https://doi.org/10.1177/0013161X7801400105.
  • [48] S.B. MacKenzie, P.M. Podsakoff, Common Method Bias in Marketing: Causes, Mechanisms, and Procedural Remedies, J. Retail. 88 (2012) 542–555. https://doi.org/10.1016/j.jretai.2012.08.001.
  • [49] M.S. Dinc, H. Zaim, M. Hassanin, Y.I. Alzoubi, The effects of transformational leadership on perceived organizational support and organizational identity, Hum. Syst. Manag. 41 (2022) 699–716. https://doi.org/10.3233/HSM-211563.
  • [50] J. Henseler, C.M. Ringle, M. Sarstedt, A new criterion for assessing discriminant validity in variance-based structural equation modeling, J. Acad. Mark. Sci. 43 (2015) 115–135. https://doi.org/10.1007/s11747-014-0403-8.
  • [51] X. Zhao, J.G. Lynch, Q. Chen, Reconsidering Baron and Kenny: Myths and truths about mediation analysis, J. Consum. Res. 37 (2010) 197–206. https://doi.org/10.1086/651257.
  • [52] Y.I. Alzoubi, A.Q. Gill, B. Moulton, A measurement model to analyze the effect of agile enterprise architecture on geographically distributed agile development, J. Softw. Eng. Res. Dev. 6 (2018) 4. https://doi.org/10.1186/s40411-018-0048-2.
  • [53] Y. Ramma, S.P.S. Patiro, A. Daud, The influence of servant leadership on motivation and job satisfaction employees at the ministry of religious affairs of merauke regency: The mediation role of trust in leaders, Budapest Int. Res. Critics Institute-Journal. 5 (2022).
  • [54] N. Vrcelj, V. Bevanda, N. Bevanda, Servant leadership: influence of job satisfaction and organizational commitment, Manag. Sustain. Bus. Manag. Solut. Emerg. Econ. (2022). https://doi.org/10.7595/management.fon.2022.0009.
  • [55] B. Liu, W. Hu, Y.C. Cheng, From the west to the east, Public Pers. Manage. 44 (2015) 25–45. https://doi.org/10.1177/0091026014555995.
  • [56] A.M.S. Mostafa, E.A.A. El-Motalib, Servant leadership, leader–member exchange and proactive behawior in the public health sector, Public Pers. Manage. 48 (2019) 309–324. https://doi.org/10.1177/0091026018816340.
  • [57] T.M. Huning, K.J. Hurt, R.E. Frieder, The effect of servant leadership, perceived organizational support, job satisfaction and job embeddedness on turnover intentions, Evidence-Based HRM a Glob. Forum Empir. Scholarsh. 8 (2020) 177–194. https://doi.org/10.1108/EBHRM-06-2019-0049.
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-928539b3-b2e5-4315-8aec-d771fdecee87
JavaScript jest wyłączony w Twojej przeglądarce internetowej. Włącz go, a następnie odśwież stronę, aby móc w pełni z niej korzystać.