The Effect of Servant Leadership on Employee Performance with Organizational Culture and Work Involvement as the Mediators

Abstract

This research aims to empirically examine the organizational behavior theory illustrated in the research model by testing the effect of servant leadership on employee performance with organizational culture and work involvement as the mediating variables. This research is quantitative research because it analyzes sample data with inductive statistics and descriptive statistics generalized to conclusions about the population. Samples were from 17 different regions/areas in South Sulawesi. The populations were divided into large sampling units or clusters, and then sample calculations were conducted in each area/cluster based on the predetermined samples of 249 employees from 25 Cooperatives based on the area (area-based sampling. The research conclusions are as follows: the five research hypotheses are accepted because the p-value is <0.05. It indicates that servant leadership has a direct effect on employee performance. The higher servant leadership is, the higher employee performance will be. Some differences (originality) of this research from previous studies are: assessing the effect of the Leadership variable on Organizational Culture, Work involvement, and Employee Performance, Servant Leadership is an appropriate leadership style for cooperatives, and Leadership styles (transformational, transactional, and laissez-faire) in cooperatives have been studied, but research on the Servant Leadership Style related to cooperatives employee performance is still limited.