A STUDY ON DETERMINING THE EMPLOYEE PERFORMANCE IN SERVANT LEADERSHIP STYLE IN BANKING SECTOR

Abstract

Servant leadership is a well-established idea; the word was first used in 1970 by Robert K. Greenleaf in his article "The Servant as Leader," which was published in Harvard Business Review. "The servant leader is first and foremost a servant," Greenleaf said. Greenleaf felt that institutions, rather than merely people, could be servant leaders as well as servants. Servant leadership culture is becoming more popular among top-ranking corporations throughout the globe, as they recognize the pragmatic effect it has on both leaders and followers. The rise of servant leaders has flipped the power hierarchy in the banking sector on its head. Serving their followers, the servant leader has evolved into a leader who is accountable for guiding the firm. The impact of servant leadership and its impact on organisational effectiveness, there has been little research into the relationship between servant leadership and employee performance. There has also been little research into how to determine employee performance through moderating. Employee performance is influenced by factors such as the workplace environment, leadership, career development programs, and incentive systems, as well as training skills and new talents to meet the current and future needs of the firm. Employee engagement, as well as employee performance, is a significant component in determining employee performance. It is possible to evaluate employee performance in terms of the organization's current and future needs and requirements.