The Influence of Servant Leadership on Organizational Citizenship Behavior

Lidya Henilesta () and Nur Arief Rahmatsyah Putranto
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Lidya Henilesta: Bandung Institute of Technology, School of Business and Management
Nur Arief Rahmatsyah Putranto: Bandung Institute of Technology, School of Business and Management

A chapter in Proceedings of the 8th Global Conference on Business, Management, and Entrepreneurship (GCBME 2023), 2024, pp 841-848 from Springer

Abstract: Abstract In today’s highly competitive oil and gas industry, organisations increasingly rely on their most valuable resource, human capital, to enhance their efficiency and effectiveness. Organisational Citizenship Behavior (OCB) is recognised as a behaviour that can positively impact organisational effectiveness. However, Company X, a private sector company operating in Indonesia’s oil and gas industry, still faces challenges in fostering OCB among its employees. One of the factors that influence OCB is leadership style. This study aims to investigate the role of one of the known leadership styles, the servant leadership, along with its dimensions, which are empowerment, accountability, standing back, humility, authenticity, courage, forgiveness, and stewardship on OCB at Company X. Drawing on the social exchange theory, the study postulates that employees who experience servant leadership will engage in OCB as a form of reciprocity, such as assisting absent colleagues. Data were collected from 125 participants and analysed using multiple linear regression analysis in SPSS v.23. The results indicate that only two dimensions of servant leadership, namely empowerment and standing back, significantly influence OCB. Theoretical and practical implications are discussed based on the research findings.

Keywords: Servant leadership; Organizational Citizenship Behavior (OCB); Oil and Gas Company; Social Exchange Theory (search for similar items in EconPapers)
Date: 2024
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DOI: 10.2991/978-94-6463-443-3_112

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