Servant Leadership and OCB: How Affective Commitment Bridges the Gap Syamsul Hadi (a*), Citra Ari Mangesti (b), Kusuma Chandra Kirana (c), Rizki Octaviani (d), Eni Purnasari (e)
a,b,c,d,e) Universitas Sarjanawiyata Tamansiswa, Yogyakarta, 55165, Indonesia.
*syamsul.hadi[at]ustjogja.ac.id
Abstract
Purpose: The evolution of HRM trends poses challenges for achieving sustainable performance improvement. This study investigates the role of affective commitment as a mediator in the inconsistent impact of servant leadership on Organizational Citizenship Behavior (OCB). Design/methodology/approach: A nonprobability sampling method using Slovin^s formula was employed, resulting in a sample of 106 respondents collected through a structured questionnaire. Inferential analysis, goodness of fit assessment, and hypothesis testing were conducted using SmartPLS. Findings: The findings reveal that both servant leadership and affective commitment have a significant positive direct effect on OCB. Furthermore, servant leadership positively influences affective commitment. Affective commitment also serves as a mediator in the relationship between servant leadership and OCB. Originality/value: The research provides novel insights into the underexplored interplay between servant leadership and OCB, addressing the significant gap in understanding how servant leadership enhances OCB through the lens of affective commitment. Research limitations/implications: The implications highlight the need for a strategic focus on servant leadership development and commitment-building initiatives to address the evolving challenges in achieve sustainable performance improvements.
