Servant leadership and affective commitment: the role of psychological ownership and person–organization fit

Abstract

PurposeBuilding on social exchange theory, this study aims to propose a research model to examine the relationship between servant leadership (SL) and employee affective commitment (AC) where psychological ownership (PO) and person–organization fit are theorized to play a mediating role.Design/methodology/approachThe study used quantitative research methods with a deductive approach to examine the proposed relationships and the underlying mechanisms. Data were collected from 346 employees working at higher education sector in Palestine. Data were analyzed using structural equation modeling.FindingsThe results reveal a significant mediating role of PO and person – organization (P-O) fit in explaining the relationship between SL and employee AC. Results indicate that the service orientation and humble attitude of servant leaders toward employees help employees develop a sense of ownership, leading to a better fit with organizational values and thus to a more committed workforce.Practical implicationsThe results of this study may be useful for managers working in higher education in a non-Western context who are considering using SL behaviors to improve outcomes.Originality/valueThe study advances SL research currently in its early stages (Zhanget al., 2019). Moreover, it increases understanding of the mediating roles played by PO and P-O fit.