Abstract
This study analyzes the effect of servant leadership on job performance with, trust and knowledge sharing as mediating variables. The research is classified in the quantitative analysis used to test the significance between latent variables. The study sample includes 164 of the STIE Malangkucecwara postgraduate program alumni from 2010 to 2019. Data are collected through an online questionnaire and the SmartPls processes the results. The results show that job performance was directly affected by servant leadership. Trust and knowledge sharing are proven as variables that mediate the influence between servant leadership and job performance with the nature of full mediation. Serving leadership tends to increase employee trust in leaders and organizations and stimulates a culture of sharing knowledge to increase employee job performance. The results can be a basis for further studies in the field of management, especially those related to servant leadership, and as material for practical understanding for leaders in various areas of the organization.
Highlights
The leader is one of the main in running and moving private and government organizations' wheels to succeed
The results show that job performance was directly affected by servant leadership
According to Mayer et al (2008), the results show no direct effect between servant leadership and job satisfaction
Summary
The leader is one of the main in running and moving private and government organizations' wheels to succeed. Each leader may have different characteristics and leadership styles, so each character and leadership style may increase or decrease employee performance with varying levels of strength. Leaders and subordinates have different actions and reactions in organizations with different organizational cultures, and it shows that there are still gaps in management theory related to leadership. Servant leadership is a leadership model that always involves others in decision making, emphasizing ethical behavior and caring to improve employee development so that it is expected to improve organizational quality (Goh & Low, 2014). Servant leadership expected to increase others' ability to continue developing, serving, and meeting others' needs is the primary motivation so that leaders can get the trust of followers (Gregory Stone, Russell, & Patterson, 2004). Employees in leadership who serve expected to increase their motivation to work are more confident in giving input to the leadership or giving advice and helping Colleagues complete work and have a passion at work
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