Servant leadership and employees’ performance: organization and information structure perspective

Abstract

ABSTRACT Prior research has established the relationship between servant leadership and employees’ task performance; however, these studies have ignored the boundary conditions under which this relationship can be sustained. The current study bridges this gap by examining the moderating role of task interdependence and information asymmetry on the relationship between servant leadership and employees’ task performance. It is argued that such a relationship is stronger in organizations where employees perceive lower task interdependence and higher information asymmetry. Multi-source data were collected using two independent surveys from 475 employees and 98 supervisors working in service sector organizations. Structural equation modeling was used to test the measurement and hypothesized models. The results showed that servant leadership positively affected employees’ task performance, which was further moderated by task interdependence and information asymmetry.