Servant leadership and job satisfaction: The mediating role of trust and leader-member exchange

Abstract

ObjectiveThe study aimed to examine the role of trust mediation and leader-member exchange in the influence of servant leadership on job satisfaction.BackgroundResearch on the relationship between servant leadership and academic job satisfaction is rare. The study of servant leadership in Christian higher education is dominated by non-research (conceptual), literature review, and church ministry, instrument development, verification, and validation, quantitative (pre- and post-test), quantitative (descriptive), and qualitative studies. Thus, there have been no studies that test and measure complex variables simultaneously in one model that includes servant leadership, trust (job-related outcomes + mediator), leader-member exchange (behavioral outcome), and job satisfaction (well-being + outcome) in the context of Christian higher education in Indonesia. Servant leadership still needs to be done in work-related outcomes such as trust variables. Research on academic job satisfaction in non-European and non-Western contexts is still dominant in Palestine. Finally, the placement of trust as a mediation variable needs to be more consistent because trust also has a role as a predictor of servant leadership.MethodThis study used quantitative methods with a sample of 160 lecturers from 26 Christian higher education in Indonesia. This study used the partial least square (PLS-SEM) approach to verify the proposed hypothesis.ResultsThe results showed that servant leadership has a significant positive effect on job satisfaction and trust, and LMX mediate the influence of servant leadership on job satisfaction. Finally, trust and LMX are complementary mediation effects of servant leadership on job satisfaction.ConclusionServant leadership increases trust, LMX and job satisfaction. Trust and LMX increase job satisfaction. Trust and LMX have a mediating role in the effect of servant leadership on job satisfaction.ImplicationsRectors/chairmen who engage in high-level interactions with lecturers will influence trust, reduce losses, and maximize gains in their interactional relationships. In addition, based on the theory of leader-member exchange, high-quality, trustworthy, and satisfactory leader-member exchange relationships positively affect the personal growth, work attitudes, and performance of lecturers. The Private Higher Education Organizing Body (BPPTS) needs to prepare for leadership regeneration by preparing future service leaders through training that directly supports the improvement of servant leadership behavior. This is important because servant leadership behavior becomes essential to increase trust, LMX and lecturer job satisfaction and achieve Christian higher education goals. Finally, Power distances, short-term orientation cultures, and paternalistic are not found to be obstacles to servant leadership practices in Indonesian Christian higher education.

The Impact of Applying the Servant Leadership Style among Educators in Educational Institutes: A Scoping Review

“…Table 1 shows the 14 research publications that were included in the scoping review based on the criteria stated above [12], [20], [37], [38], [39], [40], [41], [42], [43], [44], [45], [46], [47], [48]. The outcomes of the analysis revealed that the impact of servant leadership on leaders in educational institutions is more beneficial when successfully implemented, which could address the research questions.…”

“…In addition, two research investigations on servant leadership have been done in South Africa [20], [48], India [41], [42], and Turkey [38], [40]. The majority of the research investigations were conducted in Indonesia [44], [45], [46], [47]. In addition, four articles were published in 2021 [40], [41], [42], [48], followed by five pieces in 2022 [20], [38], [39], [46], [47].…”

“…The majority of the research investigations were conducted in Indonesia [44], [45], [46], [47]. In addition, four articles were published in 2021 [40], [41], [42], [48], followed by five pieces in 2022 [20], [38], [39], [46], [47]. There are 4 recent publications (2023) included in this scoping review [12], [37], [44], [45].…”

“…Mediating Dependent Process Ahmad, et al [37] van der Hoven, et al [48] Singh and Ryhal [42] Osserand, et al [12] Gunawan, et al [45] Dami, et al [47] Ghalavi and Nastiezaie [43] Ünsal and Usta [40] Outcome Anshori, et al [44] Gultekin and Kara [39] Demir [38] Hermanto and Srimulyani [46] Enabler Swart, et al [20] Clarence, et al [41] In addition to the qualitative inquiries, a comprehensive examination through a survey of quantitative studies further illuminates the multifaceted impact of servant leadership on leaders within educational institutions. This exploration encompasses two distinct yet interrelated perspectives: the intricate mechanics of the implementation process and the tangible outcomes that emerged as a consequence.…”

A Content Analysis of Secondary School Department Leader Position Descriptions

“…Although the study by Visone (2022) was focused on teacher-to-teacher peer-evaluation-not department leader evaluation of teachers-this can be considered a close parallel or overlap with how department leaders' evaluations of teachers can be perceived if the department leader fosters a collegial peer to peer culture rather than a strictly hierarchical one. By fostering a "collegial visit" approach (Visone, 2022), department leaders might emphasize themselves as a type of "servant leader" to their department colleagues (Crippen & Willows, 2019;Dami et al, 2022). This perspective is especially relevant to department chairs in the K-12 school context, because in many cases, according to Mayers and Zepeda (2002), the department chair has the same or similar course load as their colleagues in the department.…”