Servant leadership is an emerging scientific subject and a leadership style plus paradigm linked to humility, morals, and ethics. Though extensive as well as numerous studies have been carried out within the leadership field which end up validating mainstream forms of the recognized leadership, it is evident that there have been relatively insignificant plus leads comparative studies plus research in relation to servant leadership in addition to its effects (Zargar, et.al, 2019).
The paramount assumption and idea that underlies servant leadership is that the leaders who are perceived to be most effective when it comes to stimulating and motivating followers are the ones who prioritize their desires and fulfillment of their own (Farrington & Lillah, 2019). The key objective and purpose of any servant leader are not treating their followers to motivate them into reciprocating with higher productivity; on the contrary, it is through improving the satisfaction of a follower. Servant leaders help them be more willing and enthusiastic to serve others (Adiguzel et al., 2020).
Job satisfaction is the perceptual, emotional, and noetic reaction of an employee to feelings and feelings of liking or disliking their job. It can also be a psychological condition indicated simultaneously by cognitive and affective signs. In the previous decades, the empowerment of employees has turned out to be quite popular, to the extent of approaching a movement or a craze, purely based on an individual’s perception (Hasanuddin et al., 2021). At its core, through distributing powers of making decisions to the lowest level in an institution where effective decisions may be made. The empowerment philosophy aims at enhancing staff satisfaction with their duties.
Servant leaders are known for prioritizing the meeting and satisfying their follower’s needs. Therefore, the followers have a higher probability of feeling supported and are more satisfied with their jobs. In addition, there is enough proof that a positive relationship exists between job satisfaction and servant leadership. Consequently, perceived job demands and emotional healing are servant leadership outcomes, supporting that servant leaders can improve their employees’ job satisfaction (Sharif & Channa, 2022).
Influence of Servant Leadership on Employee’s Stay in Organization
Each time leaders take the servant leadership approach, they maximize the impact that is considered to be positive that their leadership may have on them. The servant leadership impact within an organization may be seen in the performance of the employees, their commitment to work, and their trust level in leadership. Servant leaders are known for demonstrating care toward employees, ensuring they are motivated, and helping them feel psychologically safe, leading to the noted positive impacts (Sadq et al., 2021). This style of servant leadership has a crucial role in employee creativity. These leaders greatly help develop and encourage the development of a creative culture among the employees. The employees tend to identify new means of performing their roles within a cooperative environment without considering fears and failure (Huning et al., 2020, April).
Workers working under servant leadership are encouraged to go against the wrong system and try new techniques for boosting the worker’s creativity. In addition, this leadership is made up of crucial traits that offer continuous stimulation and motivate the subordinates to assess issues from a different perspective and reconsider how to carry out their tasks (Setiawan & Irawanto, 2020). Servant leadership has their subordinates inspired by their visions. For everyone to achieve a single objective, it is essential to have a visionary leader conveying their idea clearly and passionately. This type of leadership is significant for good performance since it coordinates the employee’s effectiveness, plus different resources within an institution. These leaders motivate their workers, increase their job productivity and commitment, and bring creativity to their duty roles. The employees using servant leadership have a higher probability of exploring new and advanced methods for carrying out their tasks (Ozturk et al., 2021).
Additionally, servant leaders assist their followers in developing a more creative self-image. Employees should also be at ease when trying new methods to formulate creative ideas. These arguments show that servant leadership tends to increase an employee’s creativity and morale while at work (Ying et al., 2020).
Effect of Mindfulness on Job Performance
Practicing mindfulness can help professionals in reducing productivity barriers. An estimate of ten minutes on a day-to-day basis of mindfulness practice may dramatically impact the performance of an individual. BasiMindfulnessbles a person to slow down the extraneous mental chatter, then have their total concentration on what they are doing (Dust et al., 2022). Suppose an individual is involved in a conversation with a friend or a colleague. In that case, it is of help to shut off the meanderings plus mental commentary and then zero in on what the other party is attempting to convey. One should reflect on it and get to repeat it back for complete comprehension. Practically, mindfulness allows for feelings of respect, compassion, empathy, and admiration to surface (Wihler et al., 2022).
Mindfulness encourages the habit of maintaining focus and being attentive to the present moment. Therefore, it greatly helps build and reinforce the art of listening actively, staying within the moment, and valuing ongoing interaction. This is capable of producing benefits that are significant throughout the workday. Research shows that mindfulness can potentially improve work performance, and minimize turnover intentions, among others (Ramos Salazar, 2022). It also helps the workers understand themselves and their colleagues, alongside improving their work engagement. In accordance with the positive theory of orientation, whenever employees have a positive orientation, it results in positive as well as constructive experiences (Monavariyan & Mohammadi Fateh, 2023).
According to the self-consistency theory, workers with high self-esteem may be productive and fulfilling in their tasks. In addition, based on the learned helplessness theory, employees with self-evaluation have a less probability of showing motivational deficits like withdrawing from behaviors-oriented behaviors and sizing work effort, which might lead to high job productivity (Adamu et al., 2023).
Impact of Leadership Style on Professional Motivation
Key styles of leadership like transactional, servant, transformational, and authentic styles are known for influencing professional motivation. The authentic, servant, and transformational styles of leadership are correlated positively with professional motivation (Pancasila et al., 2020). On the other hand, transactional leadership style is one that is perceived to be correlated negatively. Motivation is considered to be a characteristic that is goal oriented that helps an individual achieve their objectives. It tends to push a person to work hard to achieve their goals (Decuypere & Schaufeli, 2020).
It is paramount that an executive gets to have the suitable leadership traits to influence motivation. Understanding the various needs of the subordinates will, without doubt, make the process of decision-making easier (Hajiali et al., 2022).Therefore, motivation is considered fundamental for a high employee output and an organizational performance that is consequently high. Cultivating as well as sustaining worker motivation represents a crucial leadership function, one that tends to support the capability of the company to meet its objectives and goals (Saputra & Mahaputra, 2022). Leaders should know the diversity of the needs of their employees, then apply suitable methods in meeting the said needs, then improve the motivation of the employees. Organizations that are successful deploy motivational strategies that are effective in motivating their employees to deliver high performance (Jamali et al., 2022).
Impact of Servant Leadership
Servant leadership is one that was found to have an indirect as well as a direct relationship with career satisfaction, and innovative work behavior, in addition to service recovery performance of an employee (Saleem et al., 2020). On the contrary, the relationship of servant leadership with the job satisfaction was actually indirect. Whenever leaders use this approach of servant leadership, they get the potential to maximize the positive effects their leadership has on their followers (Al-Asadi et al., 2019). The servant leadership impact within a company is quite evident in the performance of an employee, their commitment to their duties as well as their level of trust in the kind of leadership they have. These leaders are known for demonstrating care towards their employees (Tran & Truong, 2021).
In addition, servant leadership is one that indirectly affects the performance of tasks. This is because servant leaders offer autonomy plus self-sufficiency, which leads to higher performance levels for their followers (Faraz et al., 2019). It is also evident that servant leadership has positive feedback on the performance of a team, the performance of the company, the firm’s financial performance as well as individual performance (Batool et al., 2022).
Adiguzel, Z., Ozcinar, M. F., & Karadal, H. (2020). Does servant leadership moderate the link between strategic human resource management on rule breaking and job satisfaction? European Research on Management and Business Economics, 26(2), 103-110. https://www.sciencedirect.com/science/article/pii/S2444883419302359
Al-Asadi, R., Muhammed, S., Abidi, O., & Dzenopoljac, V. (2019). Impact of servant leadership on intrinsic and extrinsic job satisfaction. Leadership & Organization Development Journal. https://www.emerald.com/insight/content/doi/10.1108/LODJ-09-2018-0337/full/html
Adamu, A. A., Raza, S. H., & Mohamad, B. (2023). The interactive effect of mindfulness and internal listening on internal crisis management and its outcomes: the moderating role of emotional exhaustion. Corporate Communications: An International Journal, 28(1), 6-29. https://www.emerald.com/insight/content/doi/10.1108/CCIJ-05-2022-0051/full/html
Batool, F., Mohammad, J., & Awang, S. R. (2022). The effect of servant leadership on organizational sustainability: the parallel mediation role of creativity and psychological resilience. Leadership & Organization Development Journal, 43(1), 71-95. https://www.emerald.com/insight/content/doi/10.1108/LODJ-06-2021-0264/full/html
Decuypere, A., & Schaufeli, W. (2020). Leadership and work engagement: Exploring explanatory mechanisms. German Journal of Human Resource Management, 34(1), 69-95. https://journals.sagepub.com/doi/pdf/10.1177/2397002219892197
Dust, S. B., Liu, H., Wang, S., & Reina, C. S. (2022). The effect of mindfulness and job demands on motivation and performance trajectories across the workweek: An entrainment theory perspective. Journal of Applied Psychology, 107(2), 221. https://doi.apa.org/doiLanding?doi=10.1037%2Fapl0000887
Faraz, N. A., Mughal, M. F., Ahmed, F., Raza, A., & Iqbal, M. K. (2019). The impact of servant leadership on employees’ innovative work behaviour-mediating role of psychological empowerment. International Journal of Management Science and Business Administration, 5(3), 10-21. https://www.researchgate.net/profile/Naveed-Faraz-2/publication/332573549_The_Impact_of_Servant_Leadership_on_Employees’_Innovative_Work_Behaviour-Mediating_Role_of_Psychological_Empowerment/links/5cc55c01a6fdcc1d49b477d9/The-Impact-of-Servant-Leadership-on-Employees-Innovative-Work-Behaviour-Mediating-Role-of-Psychological-Empowerment.pdf
Farrington, S. M., & Lillah, R. (2019). Servant leadership and job satisfaction within private healthcare practices. Leadership in Health Services, 32(1), 148-168. https://www.emerald.com/insight/content/doi/10.1108/LHS-09-2017-0056/full/html
Hasanuddin, B., Mustainah, M., & Buntuang, P. (2021). The influence of servant leadership on job satisfaction with individual character as a moderating variable. Problems and Perspectives in Management, 19(1), 445-455. https://www.businessperspectives.org/images/pdf/applications/publishing/templates/article/assets/14865/PPM_2021_01_Hasanuddin.pdf
Huning, T. M., Hurt, K. J., & Frieder, R. E. (2020, April). The effect of servant leadership, perceived organizational support, job satisfaction, and job embeddedness on turnover intentions: An empirical investigation. In Evidence-Based HRM: A Global Forum for Empirical Scholarship. Emerald Publishing Limited. https://www.emerald.com/insight/content/doi/10.1108/EBHRM-06-2019-0049/full/html
Hajiali, I., Kessi, A. M. F., Budiandriani, B., Prihatin, E., & Sufri, M. M. (2022). Determination of Work Motivation, Leadership Style, Employee Competence on Job Satisfaction and Employee Performance. Golden Ratio of Human Resource Management, 2(1), 57-69. https://goldenratio.id/index.php/grhrm/article/view/160
Jamali, A., Bhutto, A., Khaskhely, M., & Sethar, W. (2022). Impact of leadership styles on faculty performance: The moderating role of organizational culture in higher education. Management Science Letters, 12(1), 1-20. http://m.growingscience.com/beta/msl/5067-impact-of-leadership-styles-on-faculty-performance-moderating-role-of-organizational-culture-in-higher-education.html
Monavariyan, A., & Mohammadi Fateh, E. (2023). THE ROLE OF MINDFULNESS IN IMPROVING EMPLOYEES JOB PERFORMANCE: THE MODERATING ROLE OF HUMBLE LEADERSHIP AND MEDIATING CREATIVITY AND PARTICIPATION IN THE CREATIVE PROCESS. Journal of Human Resource Management, 12(4). https://www.jhrs.ir/article_168842_en.html?lang=en
Ozturk, A., Karatepe, O. M., & Okumus, F. (2021). The effect of servant leadership on hotel employees’ behavioral consequences: Work engagement versus job satisfaction. International Journal of Hospitality Management, 97, 102994. https://www.sciencedirect.com/science/article/pii/S0278431921001377
Pancasila, I., Haryono, S., & Sulistyo, B. A. (2020). Effects of work motivation and leadership toward work satisfaction and employee performance: Evidence from Indonesia. The Journal of Asian Finance, Economics and Business, 7(6), 387-397. https://www.koreascience.or.kr/article/JAKO202017764018192.pdf
Ramos Salazar, L. (2022). The mediating effect of mindfulness and self-compassion on leaders’ communication competence and job satisfaction. Journal of Communication Management, 26(1), 39-57. https://www.emerald.com/insight/content/doi/10.1108/JCOM-07-2021-0074/full/html
Setiawan, R. P. S. M., & Irawanto, S. D. W. (2020). Servant leadership characteristics, organizational commitment, followers’ trust, employees’ performance outcomes: A literature review. European Research Studies Journal, 23(4), 902-911. https://www.academia.edu/download/88400906/429815620.pdf
Sadq, Z. M., Faeq, D. K., & Abdulla, D. (2021). ROLE OF SERVANT LEADERSHIP IN ACHIEVING AND DEVELOPING EMPLOYEE’S CAREER SATISFACTION AND INTENTION TO REMAIN WITH THE ORGANIZATION: AN EMPIRICAL STUDY OF TOURIST COMPANIES IN ERBIL CITY, KURDISTAN REGION OF IRAQ. Ecoforum Journal, 10(1). https://www.ceeol.com/search/article-detail?id=1051719
Saputra, F., & Mahaputra, M. R. (2022). Effect of job satisfaction, employee loyalty and employee commitment on leadership style (human resource literature study). Dinasti International Journal of Management Science, 3(4), 762-772. https://dinastipub.org/DIJMS/article/view/1324
Saleem, F., Zhang, Y. Z., Gopinath, C., & Adeel, A. (2020). Impact of servant leadership on performance: The mediating role of affective and cognitive trust. Sage Open, 10(1), 2158244019900562. https://journals.sagepub.com/doi/pdf/10.1177/2158244019900562
Sharif, N., & Channa, N. (2022). Servant leadership fosters job satisfaction and affective organizational commitment: a study of the educational sector in Sindh province. https://ir.iba.edu.pk/sbsic/2022/program/29/
Tran, T. K. P., & Truong, T. T. (2021). Impact of servant leadership on public service motivation of civil servants: empirical evidence from Vietnam. The Journal of Asian Finance, Economics and Business, 8(4), 1057-1066. https://www.koreascience.or.kr/article/JAKO202109554061621.page
Wihler, A., Hülsheger, U. R., Reb, J., & Menges, J. I. (2022). It’s so boring–or is it? Examining the role of mindfulness for work performance and attitudes in monotonous jobs. Journal of Occupational and Organizational Psychology, 95(1), 131-154. https://bpspsychub.onlinelibrary.wiley.com/doi/abs/10.1111/joop.12370
Ying, M., Faraz, N. A., Ahmed, F., & Raza, A. (2020). How does servant leadership foster employees’ voluntary green behavior? A sequential mediation model. International journal of environmental research and public health, 17(5), 1792. https://www.mdpi.com/661252
Zargar, P., Sousan, A., & Farmanesh, P. (2019). Does trust in a leader mediate the servant leadership style–job satisfaction relationship? Management Science Letters, 9(13), 2253-2268. http://m.growingscience.com/beta/msl/3354-does-trust-in-leader-mediate-the-servant-leadership-style-job-satisfaction-relationship.html