Servant leadership and employees’ performance: organization and information structure perspective

Author First name, Last name, Institution

Farah Khan, University of Lahore
Muhammad Arshad, University of Lahore
Rabeeya Raoof, University of Lahore
Omer Farooq, Zayed University

Document Type

Article

Source of Publication

Service Industries Journal

Publication Date

1-1-2022

Abstract

Prior research has established the relationship between servant leadership and employees’ task performance; however, these studies have ignored the boundary conditions under which this relationship can be sustained. The current study bridges this gap by examining the moderating role of task interdependence and information asymmetry on the relationship between servant leadership and employees’ task performance. It is argued that such a relationship is stronger in organizations where employees perceive lower task interdependence and higher information asymmetry. Multi-source data were collected using two independent surveys from 475 employees and 98 supervisors working in service sector organizations. Structural equation modeling was used to test the measurement and hypothesized models. The results showed that servant leadership positively affected employees’ task performance, which was further moderated by task interdependence and information asymmetry.

DOI Link

10.1080/02642069.2022.2086976

ISSN

0264-2069

Publisher

Informa UK Limited

Disciplines

Business

Keywords

employees’ task performance, information asymmetry, Servant leadership, task interdependence

Scopus ID

85131836214

Recommended Citation

Khan, Farah; Arshad, Muhammad; Raoof, Rabeeya; and Farooq, Omer, "Servant leadership and employees’ performance: organization and information structure perspective" (2022). All Works. 5194.
https://zuscholars.zu.ac.ae/works/5194

Indexed in Scopus

yes

Open Access

no