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Impact of Servant Leadership on Employee Performance in Public Sectors: The Mediating Role of Employee Job Satisfaction, Commitment, and the Moderating Role of Self-Esteem

Author

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  • Niu Xiongying

    (Business School, University of International Business and Economics (UIBE), Chaoyang District, Beijing, P.R. China)

  • Zenebe Garedew Boku

    (Business School, University of International Business and Economics (UIBE), Chaoyang District, Beijing, P.R. China)

Abstract

The study explores the impact of servant leadership on employee performance in public sectors, the mediating role of employee job satisfaction, commitment, and the moderating role of self-esteem in the case of Ethiopia’s public sector, Ministry of Revenue. The survey was adopted from the theory of servant leadership, employee job commitment, satisfaction, and performance. The study used primary and secondary data. And also used both qualitative and quantitative research methods. The Federal Democratic Republic of Ethiopia has 200 public sectors and 158,617 employees. The researcher selected the Ministry of Revenue, which has 12 branches of taxpayers, and 3959 employees to address the study. Among those taxpayers, the investigator had chosen five branches. Data were collected from top-leaders, middle-leaders, and employees’ of the organization. Questionnaires were distributed for 363 potential respondents whereas 345 were completed and retrieved successfully, which is about a 95.04% response rate. The data was described by testing of nonresponse bias, reliability and validity tests of measurement scales used in the study, descriptive analysis based on respondent’s information, assessing data quality, the correlation between variables, and hypotheses testing using Structural Equation Model (SEM) and Regression Analysis. The data obtained from 38 structured survey questionnaires, and 5 unstructured interviews. To perform the data analysis, SPSS 26 and AMOS 24 statistical software versions were used. The study has a substantial role in bringing high employee job satisfaction, employee job commitment to purpose, and employee performance and enhances leadership competence in public sectors. Besides, the study provides knowledge into servant leadership literature and further research.

Suggested Citation

  • Niu Xiongying & Zenebe Garedew Boku, 2021. "Impact of Servant Leadership on Employee Performance in Public Sectors: The Mediating Role of Employee Job Satisfaction, Commitment, and the Moderating Role of Self-Esteem," International Journal of Science and Business, IJSAB International, vol. 5(5), pages 44-65.
    • Handle: RePEc:aif:journl:v:5:y:2021:i:5:p:44-65
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    References listed on IDEAS

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    1. Michael E. McNeff & Justin A. Irving, 2017. "Job Satisfaction and the Priority of Valuing People," SAGE Open, , vol. 7(1), pages 21582440166, January.
    2. Muhammad Hashim & Muhammad Azizullah Khan & Saqib Adnan, 2019. "Servant Leadership and Enhancement of Organizational Performance," Global Social Sciences Review, Humanity Only, vol. 4(1), pages 166-174, March.
    3. Weldi Rozika & Surya Dharma & Tigor Sitorus, 2018. "Servant Leadership, Personnel’s Job Satisfaction: The Role of Organizational Culture and Human Resources Practices," Academic Journal of Economic Studies, Faculty of Finance, Banking and Accountancy Bucharest,"Dimitrie Cantemir" Christian University Bucharest, vol. 4(2), pages 120-137, June.
    4. Hamed Taherdoost, 2016. "Sampling Methods in Research Methodology; How to Choose a Sampling Technique for Research," Post-Print hal-02546796, HAL.
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    Cited by:

    1. Jiang Haichang, 2022. "The Impact of Motivating Knowledge-Based Employees in Shanghai it Industry on their Individual Innovation Performance," International Journal of Science and Business, IJSAB International, vol. 16(1), pages 242-256.
    2. Tasmeer Mujeeb & Noor Ullah Khan & Asfia Obaid & Guiling Yue & Hanieh Alipour Bazkiaei & Noor Azam Samsudin, 2021. "Do Servant Leadership Self-Efficacy and Benevolence Values Predict Employee Performance within the Banking Industry in the Post-COVID-19 Era: Using a Serial Mediation Approach," Administrative Sciences, MDPI, vol. 11(4), pages 1-29, October.

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