The Effect of Servant Leadership on Psychological Empowerment and Human Resource Performance
Abstrak
This study aims to examine and strengthen hypotheses regarding the relationship variables using an explanatory research approach, which emphasizes testing the interconnections between theoretical constructs. Primary data were collected through the distribution of both closed and open-ended questionnaires to respondents, while secondary data served as supporting information. The research population consisted of all 203 employees of the Customs and Excise Supervision and Service Office (KPPBC) Type Madya Pabean a Semarang, with sampling measured using a Likert scale ranging from 1 to 5. Data analysis was conducted using structural equation modeling (SEM) based on Partial Least Square (PLS). The findings reveal that Servant Leadership has a positive and significant effect on Psychological Empowerment, Servant Leadership has a positive and significant effect on Human Resource Performance, and Psychological Empowerment also has a positive and significant effect on Human Resource Performance. These results confirm that the implementation of a servant leadership style enhances employees' psychological empowerment and, in turn, drives the achievement of more optimal human resource performance.
Referensi
Journals:
Alex, N. (2017). How Servant Leadership Influences Organizational Citizenship Behavior: The Roles of LMX, Empowerment, and Proactive Personality. Journal of Business Ethics, 145(1), 49–62.
Ambad, S., & Bahron, A. (2012). Psychological empowerment: The influence on organizational commitment among employees in the construction sector. Journal of Global Business Management, 8(2), 73.
Anggesti, I. P. W., Rahayu, M. K. P., & Tjahjono, H. K. (2023). Pengaruh Kepemimpinan yang Melayani Terhadap Job Crafting dengan Dimediasi Kepercayaan. Al Qalam: Jurnal Ilmiah Keagamaan Dan Kemasyarakatan, 17(6), 4319. https://doi.org/10.35931/aq.v17i6.2800
Aryee, S., Kim, T. Y., Zhou, Q., & Ryu, S. (2019). Customer service at altitude: effects of empowering leadership. International Journal of Contemporary Hospitality Management, 31(9), 3722–3741. https://doi.org/10.1108/IJCHM-11-2018-0900
Barbuto, J. E., & Wheeler, D. W. (2006). Scale development and construct clarification of servant leadership. Group and Organization Management, 31(3), 300–326. https://doi.org/10.1177/1059601106287091
Bavik, A., Bavik, Y. L., & Tang, P. M. (2017). Servant Leadership, Employee Job Crafting, and Citizenship Behaviors: A Cross-Level Investigation. Cornell Hospitality Quarterly, 58(4), 364–373. https://doi.org/10.1177/1938965517719282
Cai, W., Lysova, E. I., Khapova, S. N., & Bossink, B. A. G. (2018). Servant leadership and innovative work behavior in Chinese high-tech firms: A moderated mediation model of meaningful work and job autonomy. Frontiers in Psychology, 9(OCT), 1–13. https://doi.org/10.3389/fpsyg.2018.01767
Eva, N., Robin, M., Sendjaya, S., van Dierendonck, D., & Liden, R. C. (2019). Servant Leadership: A systematic review and call for future research. Leadership Quarterly, 30(1), 111–132. https://doi.org/10.1016/j.leaqua.2018.07.004
Faraz, N. A., Mughal, M. F., Ahmed, F., Raza, A., & Khalid Iqbal, M. (2019a). 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://doi.org/10.18775/ijmsba.1849-5664-5419.2014.53.1002
Faraz, N. A., Mughal, M. F., Ahmed, F., Raza, A., & Khalid Iqbal, M. (2019b). 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://doi.org/10.18775/ijmsba.1849-5664-5419.2014.53.1002
Ghalavi, Z., & Nastiezaie, N. (2020). Relationship of servant leadership and organizational citizenship behavior with mediation of psychological empowerment. Eurasian Journal of Educational Research, 2020(89), 241–264. https://doi.org/10.14689/ejer.2020.89.11
Greenleaf, R. K. (1998). The power of servant-leadership: Essays. Berrett-Koehler Publishers.
Javed, B., Abdullah, I., Zaffar, M. A., Haque, A. U., & Rubab, U. (2019). Inclusive leadership and innovative work behavior: The role of psychological empowerment. Journal of Management and Organization, 25(4), 554–571. https://doi.org/10.1017/jmo.2018.50
Kaya, B., & Karatepe, O. M. (2020). Does servant leadership better explain work engagement, career satisfaction and adaptive performance than authentic leadership? International Journal of Contemporary Hospitality Management, 32(6), 2075–2095. https://doi.org/10.1108/IJCHM-05-2019-0438
Khan, A. M., Jantan, A. H. Bin, Salleh, L. B. M., Dato’Mansor, Z., Islam, M. A., & Hosen, S. (2019). The impact of transformational leadership effects on innovative work behavior by the moderating role of psychological empowerment. Journal of Reviews on Global Economics, 8, 925–938. https://doi.org/10.6000/1929-7092.2019.08.79
Khan, M. M., Mubarak, S., & Islam, T. (2020). Leading the innovation: role of trust and job crafting as sequential mediators relating servant leadership and innovative work behavior. European Journal of Innovation Management. https://doi.org/10.1108/EJIM-05-2020-0187
Khan, M. M., Mubarik, M. S., & Islam, T. (2021). How servant leadership triggers innovative work behavior: exploring the sequential mediating role of psychological empowerment and job crafting. European Journal of Innovation Management. https://doi.org/10.1108/EJIM-09-2020-0367
Khan, M. M., Mubarik, M. S., Ahmed, S. S., Islam, T., & Khan, E. (2022). The contagious servant leadership: exploring the role of servant leadership in leading employees to servant colleagueship. Leadership and Organization Development Journal, 43(6), 847–861. https://doi.org/10.1108/LODJ-06-2021-0305
Liu, X., & Ren, X. (2022). Analysis of the Mediating Role of Psychological Empowerment between Perceived Leader Trust and Employee Work Performance. International Journal of Environmental Research and Public Health, 19(11). https://doi.org/10.3390/ijerph19116712
Mahon, D. (2021). Can using a servant-leadership model of supervision mitigate against burnout and secondary trauma in the health and social care sector? Leadership in Health Services, 34(2), 198–214. https://doi.org/10.1108/LHS-01-2021-0001
Maulida, R. (2023). PENGARUH SERVANT LEADERSHIP TERHADAP JOB CRAFTING DAN PSHYCOLOGICAL EMPOWERMENT SERTA DAMPAKNYA PADA INNOVATIVE WORK BEHAVIOR . UNIVERSITAS ISLAM SULTAN AGUNG SEMARANG).
Muhtasom, A., Abdul, H., Mus, R., Bijang, J., & Latief, B. (2017). Influence of Servant Leadership, Organizational Citizenship Bahaviour on Organizational Culture and Employee Performance at Star Hotel in Makassar. In International Journal of Education and Research (Vol. 5, Issue 10). www.ijern.com
Ochoa Pacheco, P., & Coello-Montecel, D. (2023). Does psychological empowerment mediate the relationship between digital competencies and job performance? Computers in Human Behavior, 140. https://doi.org/10.1016/j.chb.2022.107575
Pawar, A., Sudan, K., Satini, & Sunarsi, D. (2020). Organizational Servant Leadership: A Systematic Literature Review for Implications in Business. 1(2), 63–76.
Rachmawati, A. W., & Lantu, D. C. (2014). Servant Leadership Theory Development & Measurement. Procedia - Social and Behavioral Sciences, 115(Iicies 2013), 387–393. https://doi.org/10.1016/j.sbspro.2014.02.445
Rahmatika, A. N., Ma’arif, S., & Kholifah, S. (2022). The Effect of Spiritual Leadership and Psychological Empowerment on Employee Performance. Nidhomul Haq : Jurnal Manajemen Pendidikan Islam, 7(3), 420–433. https://doi.org/10.31538/ndh.v7i3.2678
Saira, S., Mansoor, S., & Ali, M. (2021). Transformational leadership and employee outcomes: the mediating role of psychological empowerment. Leadership and Organization Development Journal, 42(1), 130–143. https://doi.org/10.1108/LODJ-05-2020-0189
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). https://doi.org/10.1177/2158244019900562
Sarwar, G., Pio, L., Cavaliere, L., Ammar, K., & Afzal, F. U. (2021). The Impact of Servant Leadership on Employee Performance. International Journal of Management (IJM), 12(5), 165–173. https://doi.org/10.34218/IJM.12.5.2021.014
Sudiantha, D., Armanu, & Troena, E. A. (2017). The Effects Of Transformational Leadership And Personality On Employee Performance In Nissan Malang Mediated By Organizational Commitment. Russian Journal of Agricultural and Socio-Economic Sciences, 61(1), 207–215. https://doi.org/10.18551/rjoas.2017-01.21
Sudiro, A. (2021). Perilaku Organisasi (Vol. 2). Bumi Aksara.
Supriyanto, A. S., Sujianto, A. E., & Ekowati, V. M. (2020). Factors Affecting Innovative Work Behavior: Mediating Role of Knowledge Sharing and Job Crafting. Journal of Asian Finance, Economics and Business, 7(11), 999–1007. https://doi.org/10.13106/jafeb.2020.vol7.no11.999
Suwanto Suwanto, Denok Sunarsi, & Willya Achmad. (2022). Effect of Transformational Leadership, Servant Leadershi, and Digital Transformation on MSMEs Performance and Work Innovation Capabilities. Central European Management Journal, 30(4). https://doi.org/10.57030/23364890.cemj.30.4.71
Waddell, J. T. (2020). Servant Leadership.
Yulianti, W. (2015). Pengaruh Kepemipinan Transformasional, Integritas Perilaku Dan Kepercayaan Terhadap Pimpinan Dalam Peningkatan Kinerja SDM. Jurnal Unissula, 2(1), 282.
Unduhan
Diterbitkan
Terbitan
Bagian
Lisensi
Authors who publish with this journal agree to the following terms:
Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution License that allows others to share the work with an acknowledgement of the work's authorship and initial publication in this journal.
Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See The Effect of Open Access).
