Leadership Performance Research Articles

Authentic Leadership, Organizational Culture, Competitive Advantages, and Firm Performance: Empirical Evidence from Vietnam

Authentic Leadership, Organizational Culture, Competitive Advantages, and Firm Performance: Empirical Evidence from Vietnam

CSR and Sustainable Environmental Performance: An Exploration of Mediating and Moderating Factors

Taking into consideration the moderating role of perceived organizational support within the framework of the natural resource-based view (RBV) theory, the purpose of this study is to investigate the connection between corporate social responsibility (CSR) and sustainable environmental performance. Specifically, this study focuses on the roles that green capability and green transformational leadership play as mediators in this relationship. Through the use of a survey questionnaire, information was collected from 420 employees working for small- and medium-sized enterprises (SMEs) in Bangladesh. The data were analyzed with the help of AMOS and SPSS. The findings indicate that the level of CSR has a significant impact on the performance of sustainable environmental practices. To a large extent, green capability and green transformational leadership serve as mediators in the relationship between CSR and sustainable environmental performance. Furthermore, perceived organizational support plays a significant role in moderating the relationship between CSR and sustainable environmental performance. The relationship between green transformational leadership and sustainable environmental performance is also significantly moderated by perceived organizational support. This is a significant contributor to the connection. This multidimensional corporate social responsibility model can be used to assess sustainable environmental performance in both industrialized and developing countries, and it can also be extended to other service sectors, according to the theoretical conclusion that can be drawn from the research. This research demonstrates that there is a direct connection between corporate social responsibility and sustainable environmental performance. As a result, practitioners are able to develop strategies that are effective in terms of corporate social responsibility. These findings should be taken into consideration by policymakers and managers who are dedicated to promoting equitable development of the country.

The causal factors of transformational leadership and sufficiency economy philosophy practice influencing the performance of coast tourism business in Thailand

Purpose Transactional leadership and old-school management practices may not answer the changes in today’s world. Therefore, the study aimed to examine the influences of transformational leadership and the practice of sufficiency economy philosophy (SEP) on the performance of the coast tourism business in Thailand.Design/methodology/approach The population of this study comprised all Thai coast tourism businesses. Using simple random sampling, the quantitative data were collected from 407 coast tourism businesses in Thailand as the samples. Transformational leadership, SEP practice and business performance were adapted from the literature. Path analysis and factor confirmation including a correlation matrix were used to test the causal factors influencing the Thai coast tourism business’s performance.Findings Transformational leadership, SEP practice and performance of coast tourism business in Thailand were on a high level. Moreover, there were positive influences of transformational leadership (direct and indirect) and SEP practice on the coast tourism business’s performance.Practical implications Tourism business managers should pay attention to transformational leadership and SEP practice to lead to better performance for their businesses. Policymakers should educate businesses about new management practices to prepare for the changes in the future.Originality/value The findings of this study demonstrate that stakeholder theory can be used to explain the positive influences of transformational leadership and SEP practice on the coast tourism business’s performance in Thailand.

How Empowerment Congruence Impacts Performance in Cross-Functional Project Teams: A Polynomial Regression Analysis

This study deduces the empowerment alignment in project governance through examining the roles of (in)congruence between empowering leadership and psychological empowerment in informal leadership emergence, creativity, and performance outcomes. Using the data from 210 members from 69 cross-functional project teams, the results of polynomial regression and response surface analyses indicate that the high congruence between empowering leadership and perceived empowerment enhances informal leadership emergence, then promotes creativity to facilitate performance outcomes eventually. Informal leadership emerged under the insufficient empowerment condition with higher psychological empowerment rather than the excessive empowerment condition with higher empowering leadership. The study added to the project governance body of knowledge by confirming the promoting mechanism for project performance from the congruence perspective of leader-given and subordinate-perceived empowerment.

Business Redemption in Recent Times: The Role of Dynamic Leadership, Digital Innovation, and Sustainable Performance in the VUCA World

Due to the evolution of firms from analogue structures to digital platforms, the digitalisation of SMEs has become necessary in the post-COVID era. Firms are diversifying their modulus Operandi to remain competitive in the market. This is due to the extrinsic and intrinsic factors mitigating the business environment. The growing Volatile, Uncertain, Complex and Ambiguous world known as VUCA in the business environment impacted by digital innovations, which entails the plague of war, and post-pandemic effects demands strategic research investigation to achieve a persistent sustainable business performance through dynamic leadership. This study harnesses a systematic review of the literature on digital innovations, dynamic leadership and sustainable performance in the VUCA world. The review utilises the SLR format reviewing articles from high-impact journals from 2018 to 2023 on ensuring sustainable business performance in VUCA, and the role of dynamic leadership. In effect, there is the need to develop strategic policies to guide businesses against unfortunate mishappening. This study seeks to explore a digitalised system with a dynamic leadership strategy to achieve sustainable firm performance. Digital managerial innovation policies and the influence of dynamic leadership will subsume sustainable business performance in the VUCA environment. The study outcome revealed that digital innovations and dynamic leadership significantly influence the current business environment in achieving sustainable performance and business continuity.

Hierarchical Leader-Leader Fit: Examining Authentic Leader Dyads and Implications for Junior Leader Outcomes

Leaders at lower levels do not lead in a vacuum; they must lead within the context of the leadership they experience themselves from their next higher-level leader. We propose that lower-level leaders’ thoughts and attitudes and thereby their behaviors are influenced by the level of compatibility of their own style of leadership with that of their senior leader. Drawing from person-environment fit theory, we propose the concept of hierarchical leader-leader fit by assessing the level of congruence between the authentic leadership style of senior and junior leader dyads, and the resulting effects of levels of (mis)fit on the junior leader's behaviors in the form of performance and deviance. In two samples inclusive of both business and military leaders, using polynomial regression and response surface analysis, we find that fit (misfit) between the senior leader's and junior leader's respective levels of authentic leadership in the dyad is positively (negatively) associated with the junior leader's performance and is negatively (positively) associated with the junior leader's deviance. Surprisingly, when two leaders have high levels of fit, we find similar desirable effects on performance and deviance regardless of whether both leaders practice low (low-low) or high (high-high) levels of authentic leadership. Theoretical and practical implications of the degree of fit between leaders operating at different organizational levels, and of leadership as a contextually embedded relationship are discussed.

In-Depth Assessment of the Influence of Leadership Styles on Team Performance through the Lens of Wisdom Leadership

Examining team efficacy with the lens of leadership styles' effects on team performance of Wisdom Leadership (WL) highlights how different leadership styles impact team performance and highlights the part that WL plays in directing and improving team results through careful, well-considered decision-making. WL can be difficult to assess and use consistently in a variety of circumstances due to its subjective character, and it can ignore environmental considerations and practical limits that impact team effectiveness. There are 195 participants’ data are collected in leadership styles’ impact on team performance through the WL lens was gathered at random. Some questionnaires are also randomly gathered. Decision-making effectiveness (DME), conflict resolution skills (CRS), emotional intelligence (EI), visionary thinking (VT), team cohesion (TC), and employee satisfaction (ES) these factors are used to determine with the lens of WL, how leadership styles affect team performance. The statistical of PLS-SEM, Cronbach's Alpha, discriminate validity tests, Average Variance Extracted (AVE), and Exploratory Factor Analysis (EFA) to evaluate leadership styles' impact on team performance, ensuring reliability and theoretical alignment. The results validate all of the hypotheses and demonstrate that variables such as DME, CRS, EI, VT, TC, and ES significantly positively correlate with WL.When examining how team performance is affected by leadership styles through the perspective of WL. The WL approaches provides a supportive and moral atmosphere that greatly improves team performance. The significance of incorporating wisdom into leadership techniques is underscored by the way that type of leadership fosters trust, efficient communication, and sustained success.

Leadership Agency in UN Peace Operations

ABSTRACT There is a growing interest in the role of individual mission leaders in UN peace operations in peacekeeping studies. However, the concept of ‘agency’ has remained latent in much of this literature. This omission presents a risk of concept stretching and concept ambiguity as scholars continue to explore this topic. In this paper, I analyse the different ways in which the agency of mission leaders has been (implicitly) conceptualized thus far and argue that the existing literature pays insufficient attention to how the scope for individual agency can be context-dependent. Furthermore, I contend that mission leaders are too rarely seen as real human beings, with personalities, background experiences and values. I build on sociological and principal/agent-theories to develop the concept of ‘personal identity’ and then formulate a set of conditions under which the room for individual agency in UN peace operations is enhanced or reduced. Subsequently, I demonstrate the added value of this approach by conducting an illustrative case study of Patrick Cammaert’s tenure as Commander of MONUC’s Eastern Division between 2005-2007. The article shows that investigating the interaction between structure and real-world agents leads to a more holistic and sophisticated understanding of the behaviour of peacekeeping leadership.

Principal Leadership and Teacher Performance Improvement: Findings from a Case Study in Wajo Regency

This study aims to explore the role of the school principal as a teacher leader in enhancing teacher performance at UPTD SDN 360 Anabanua, Maniangpajo District, Wajo Regency. Using a qualitative case study approach, data were collected through in-depth interviews with the school principal and selected teachers, observations, and document analysis. Findings indicate that the school principal plays a pivotal role in enhancing teacher performance by offering continuous motivation, personalized guidance, resource provision, and emotional support. These leadership practices foster a positive work environment, contributing significantly to improved teacher performance and student outcomes. The study underscores the school principal's role as a transformative leader, essential for driving educational quality improvements in elementary schools. The findings suggest that investing in leadership development for school principals could be a key strategy to advance educational excellence

Effects of transformational leadership and organizational climate on project performance in industrial revolution 5.0: a systematic literature review

Purpose The relationships between transformational leadership (TL), organizational climate (OC) and project performance have been investigated by previous studies, but no review of existing studies has systematically analyzed the effects of TL and OC on project performance in the industrial revolution (IR) 5.0 era. Therefore, this study aims to conduct a systematic literature review on the effects of TL and OC on project performance in IR 5.0, and to identify mainstream research topics, research gaps and future research directions. Design/methodology/approach To do this, a total of 53 included journal articles were obtained after initially retrieving 648 documents from the Scopus database by following the Preferred Reporting Items for Systematic Reviews and Meta-Analyses guidelines. It consists of four main steps, namely, identification of documents, screening, eligibility and included articles. In addition, science mapping analyses were conducted for keyword co-occurrence and document analyses, which aided in identifying the mainstream research topics, research gaps and future research directions. Findings The results report the annual publication trends, keywords and document analyses. Furthermore, a detailed qualitative discussion highlighted four mainstream research topics including TL in project management; the relationship between TL, OC and innovation; safety climate; and OC in project management. Moreover, this review study identified four research gaps and future research directions aligned with the mainstream research topics. They include: longitudinal investigations and multinational corporation surveys in TL; scope and longitudinal data in innovation; mono-method bias and universality of safety climate; and more comprehensive analyses of OC. Originality/value This review study would contribute to not only advancing the effects of TL and OC on project performance in IR 5.0, but also enabling project managers to understand TL or OC issues to improve project performance.

Moderating Effect of Strategic Linkages on Corporate Leadership and Organizational Performance in Kenya Agricultural and Livestock Research Organization (KALRO)

The urgency of securing safe, affordable, reliable, and nutritious food amid a growing global population and shrinking land productivity underscores the pivotal role of corporate leadership in fostering strategic partnerships and organizational performance. This is crucial for organizations like Kenya Agricultural and Livestock Research Organization (KALRO) to enhance performance and drive agricultural innovation that ensure achievement of national targets and mandate. Understanding the dynamics between leadership effectiveness, strategic alliances, and organizational performance is essential for addressing food security challenges and optimizing the impact of agricultural research institutions worldwide. The projected 27% increase in global population by 2050 emphasizes the need for strong corporate leadership and strategic partnerships to ensure balanced diets for over half a billion smallholder farmers. Despite Kenya's higher productivity than East Africa and Africa averages, challenges remain in enhancing food security through effective leadership and strategic alliances, particularly within institutions like KALRO. The study explored the moderating influence of strategic linkages on the relationship between corporate leadership and the performance of KALRO. Rooted in organizational excellence, upper echelons, legitimacy, and stakeholder theories, the research employed a pragmatic philosophy, and mixed methods design to mitigate bias. The target population included 75 management organs, with 60 directors and 188 top leadership units as units of observation. Quantitative analysis, using a composite regression model and ANOVA, revealed a significant impact of strategic linkages on corporate leadership and KALRO's performance. The study verified consistent variances and normality across variables, supporting parametric analyses. Autocorrelation analysis indicated no significant autocorrelation. Multicollinearity tests showed acceptable values, ensuring the reliability of the regression model. No outliers were detected. Cronbach's alpha scores demonstrated strong internal reliability. Significant correlations confirmed associations between variables, aligning with previous research findings. Strategic linkages emerged as enhanced moderator, explaining 69.4% of the variance. In this case, the moderator variable amplified or strengthened the relationship between corporate leadership and organizational performance of KALRO. Rejecting the null hypothesis highlighted the positive impact of strategic linkages on performance. Conditional effects analysis revealed strong corporate leadership influence at low strategic linkages but diminishing at higher levels. Recommendations encompassed gender diversity, inclusive leadership development, regular performance appraisals, enhanced monitoring and evaluation system, and improved linkages. The findings provide valuable guidance for KALRO's leadership amid competing priorities and budgetary constraints.

Validating the Causal Relationship between Quantum Leadership and Employee Innovation Performance from the Perspective of Organizational Sustainability

In the quantum era, the rapid development of enterprises cannot be separated from the efforts of employees, and the improvement of employee performance is also closely related to the behavior and attitude of organizational leaders. Quantum leadership, as a new leadership paradigm, differs from traditional Newtonian classical mechanics in that it emphasizes wholeness and interconnectedness, considers new ideas as the key to success, and values complex changes in the organizational environment, thus helping the organization provide sustainable development in the future. In addition, quantum leadership is able to manage in chaotic and potentially uncertain environments, encouraging employees to explore new ideas for solving problems, stimulating enthusiasm and motivation for innovation, and thus improving the level of employee performance. In particular, as the importance of innovation performance has been emphasized, it has been considered as a key variable in driving and promoting sustainable organizational development. Moreover, this study is different from previous studies that validate traditional leadership. We focus on an emerging type of leadership that distinguishes itself from traditional leadership—quantum leadership—which is a leadership model that is currently receiving a lot of attention. In the uncertain future environment, quantum leadership is gradually becoming a key factor for business growth and plays an important role in the survival and development of organizations in the future environment. Based on this research background, this study argues that quantum leadership is closely related to employee innovation performance. This study examines whether quantum leadership improves employee innovation performance and the sequential multiple mediating effects of organizational intelligence and knowledge sharing. Most of the previous studies focused only on the mediating or moderating role of the model. This study expands this area of research by incorporating the moderating role of innovative culture and validating its effects. This finding explores the development of quantum leadership and provides a theoretical foundation for related research. In addition, this study collected data from 345 employees of Chinese SMEs in the context of the fourth industrial revolution. These results suggest that quantum leadership positively affects innovation performance. Organizational intelligence and knowledge sharing have multiple serial mediating effects on quantum leadership and innovation performance. Moreover, the interaction between innovative culture and knowledge sharing improves employees’ innovation performance. Therefore, this study clarifies the causal relationship between quantum leadership and innovation performance through theoretical and validated research models. It lays the foundation for the sustainable development of organizations in the future.

Sustainability and software development projects: leadership, core self-evaluation and empowerment as critical success factors

Purpose The purpose of this paper is to integrate job demands–resources theory with core self-evaluation theory to examine how and when sustainable project leadership stimulates sustainable project performance. Psychological empowerment is used as a mechanism between sustainable project leadership and sustainable project performance, whereas core self-evaluation acts as a moderator between sustainable project leadership and psychological empowerment. Design/methodology/approach This study adopts a time-lagged two-phase approach to collecting data from 257 software engineers working in medium-sized and large companies in the Polish financial sector. Findings This study reveals the direct and indirect (through psychological empowerment) effects of sustainable project leadership on sustainable project performance. It also confirms that the “sustainable project leadership–psychological empowerment” relationship strengthens with increasing level of project team members’ core self-evaluation. Originality/value This article explores a unique research framework. It significantly enriches the literature on sustainable project management, increasing the understanding of effective leadership practices that address the needs of software engineering teams to support sustainable project performance.

Linking Transformational Leadership and Green Innovation Via Employee Performance

Abstract The main purpose of the existing study is to present the mediating influence of employee performance on the relationship between transformational leadership style and green innovation. This study conducted in the hotel sector in Amman, Jordan, where exploratory studies related to the hotel sector are limited. A total of 20 five-star hotels in Amman were involved in the research sampling process, targeted respondents were employees with titles below supervisor level (rank-and-file) were those employees who provide the services and are in direct contact with customers, and a simple random sampling was utilized to gather the data, 359 employees participated in this study, and survey form was sent to heads of departments at the targeted hotels to help in the distribution process. The data was analyzed using Smart-PLS software. The results showed a partially positive mediation of employee performance among both constructs of individualized consideration and intellectual stimulation of green innovation in the hotel sector. Moreover, these results proved the power of the relationship between employee performance and the adoption of green innovation. The current study contributes positively to the area of hospitality industry studies and its related activities. It provides better insights for hotel leaders on improving the adopted leadership styles, leading to outstanding employee performance, and green innovation to sustain market competitiveness and provide exceptional and innovative services for a better hospitality industry.

Relationship Between Ethical Leadership and Job Performance in Non-Profit Organizations of Pakistan: Mediating Role of Psychological Safety

This study aims to investigate the effect of ethical leadership on employee job performance and to examine the role of psychological safety as a mediator of this relationship. The sample comprised 170 employees from various NGOs in the region through a simple random sampling technique. Data were collected using a structural closed-ended self-administered questionnaire. Both descriptive and inferential statistics were used as data analysis techniques. The findings of the study revealed that ethical leadership significantly improved the job performance of employees by promoting a safe, secure, and healthy working environment. Psychological safety also mediates the relationship between ethical leadership and job performance. This study is novel because it focuses on an understudied and challenging environment with dynamic and complex political and social environments.

Effects of Secure Base Leadership vs. Avoidant Leadership on Job Performance

Organizations need high performance from their employees to achieve their goals, provide specialized services and products, and ultimately secure a competitive edge. Performance is also a source of satisfaction for employees, as it creates feelings of mastery and pride. Different leadership styles positively influence both employee performance and organizational excellence; thus, the present study aimed to analyze the relationship between a novel leadership style based on attachment theory, secure base leadership, and job performance (i.e., task and conceptual performance and counterproductive work behaviors). Additionally, a passive-avoidant leadership relationship with performance dimensions is analyzed. Using partial least squares structural equation modeling with self-reported data from 422 Spanish employees, the results show that secure base leadership is positively related to task and contextual performance, while it is negatively related to counterproductive work behaviors. The opposite pattern is found for passive-avoidant leadership (except for the link between passive-avoidant leadership and contextual performance, which is not significant). The promotion of secure base leadership within organizations allows for the cultivation of a supportive environment that favors work behaviors that are aligned with organizational objectives, and since leadership can be trained, these results are relevant for practitioners in organizations.

The Mediating Role Of Proactive Behavior In The Relationship Between Supportive Leadership And Creative Performance

The aim of this research is to analyze the mediating role of preventive behavior in the relationship between supportive leadership and creative performance. The current research is descriptive in terms of the nature of the research, and in terms of the purpose of the research, it is a part of applied research. This research is descriptive-survey based on structural equations. The statistical population of this research is the teachers and education managers of district 12 in Ibn Majid Co Their number was 400 and they were investigated. The sample size was equal to 196 people using Cochran's formula and the sample people were selected using simple random sampling method. The results showed that supportive leadership has an effect on proactive behavior. Supportive leadership has an impact on creative performance. Proactive behavior affects creative performance and proactive behavior mediates the relationship between supportive leadership and creative performance

ANALISIS KEPEMIMPINAN, MOTIVASI, DAN KEDISIPLINAN TERHADAP KINERJA PEGAWAI DI KANTOR LURAH MEDAN PERJUANGAN

Employee performance can be seen from the quality and quantity achieved by an employee in carrying out his duties in accordance with the responsibilities given to him. This research aims to analyze leadership, motivation, and discipline and employee performance in the Medan Perjuangan Village Head. The sample in this study was 32 employees at the Medan Perjuangan Village Head. The data collection instrument uses a questionnaire with a Likert scale, each of which has been tested and has met the validity and reliability requirements. Data analysis used multiple linear regression using SPSS 19.0 for Windows software tools. The results of the partial research show that partial testing for the leadership variable shows a p-value of 0.303, meaning that partial leadership does not have a significant effect on employee performance in the Medan Perjuangan Village Head. The partial test results for the motivation variable show a p-value of 0.009, meaning that motivation partially has a positive and significant effect on employee performance at the Medan Perjuangan Village Head. The partial test results for the work discipline variable show a p-value of 0.000, meaning that discipline partially has a positive and significant effect on employee performance at the Medan Perjuangan Village Head. The results of the simultaneous testing of the calculated F value are 512.757 which is greater than 3.33 and the significant value of 0.000 is smaller than 0.05 so it can be concluded that leadership, motivation and discipline have a significant simultaneous effect on employee performance at the Medan Perjuangan Village Head.

Sustainable performance and supply chain leadership in logistic firms: the role of corporate sustainability strategies and digital supply chain

Purpose This study aims to investigate the relationship between supply chain leadership, digital supply chain practices and corporate sustainability strategies on the sustainability performance of logistics firms in Nigeria, one of Africa’s largest economies. It indicates that collaborative efforts within the supply chain context can improve sustainability performance. Design/methodology/approach Data from 468 firms in a major sub-Saharan African market were collected through a structured questionnaire. The analysis used descriptive statistics, principal component analysis and hierarchical regression analysis. Factor analysis and Cronbach’s alpha analysis were used to assess the validity and reliability of the instrument. Findings The results of this study reveal significant findings: proactive sustainability strategies exert a substantial positive effect on sustainability performance (β = 0.694, SE = 0.025, p < 0.01). Even when proactive sustainability strategies are included in the model, the positive impact of reactive sustainability strategies remains significant (β = 0.694, SE = 0.025, p < 0.01: Model 5). Regarding the moderating role of proactive and reactive corporate sustainability strategies, there is a notable interaction effect between supply chain leadership and proactive sustainability strategies concerning sustainability performance (p < 0.05). This confirms the positive relationship between supply chain leadership and sustainability performance when proactive sustainability strategies are at a high level (β = 0.844, SE = 0.0010, p < 0.01), supporting H4 that this relationship strengthens with higher levels of proactive sustainability strategies. Conversely, for Hypothesis H5, the interaction effect of reactive sustainability strategies with supply chain leadership changes the relationship from significantly positive to significantly negative (β = −0.068, SE = 0.0009, p < 0.01). Using the Baron and Kenny approach to test mediation, the mediating effect of digital supply on digital leadership is significant (β = 0.345, p = 0.000, p < 0.01). Furthermore, the effect of digital supply on sustainability performance is statistically significant (β = 0.081, p = 0.006, p < 0.01), as is the effect of digital leadership on sustainability performance (β = 0.181, p = 0.000, p < 0.01). These results indicate a mediation effect of digital supply. Research limitations/implications This study of logistic management has limitations, including its cross-sectional nature, which precludes the establishment of causality, thus necessitating longitudinal research to determine causal relationships. In addition, the focus on Nigerian firms, which vary significantly in their stages of learning and institutional development, emphasizes the need for further research in diverse contexts. Future studies should examine alternative institutional environments or developed economies to validate these assumptions. Another limitation is the potential for bias due to six employees rating their firms on each variable; therefore, using multiple data sources is recommended to objectively evaluate the validity of the self-reported questionnaire. Practical implications This study advises managers to exercise caution when selecting between proactive and reactive sustainability strategies to enhance sustainability performance. Proactive strategies reinforce the relationship between supply chain leadership and sustainability performance, while reactive strategies diminish it. Therefore, managers are encouraged to adopt more proactive strategies. This paper suggests that managers in emerging economies should recognize the distinct impacts of proactive sustainability strategies and allocate more resources toward them to improve sustainability performance, even in competitive markets. In addition, it highlights the importance of digital supply in fostering sustainability performance. Originality/value This study presents a novel perspective on the moderating role of corporate sustainability strategies in the relationship between supply chain leadership and the sustainability performance of logistics firms. It provides empirical evidence and fresh insights on proactive and reactive sustainability strategies for logistics firms in Nigeria. The findings highlight that proactive sustainability strategies enhance the connection between supply chain leadership and sustainability performance, whereas reactive strategies do not.

Servant and collaborative leadership in the performance of Peruvian tourism organizations: Mediation of social capital

Leadership plays a crucial role in the performance of organizations and is a fundamental element in the construction of capital. This paper aims to measure the relationship between servant and collaborative leadership with organizational performance and the mediating role of social capital in small companies in the Peruvian tourism sector. The methodology used the quantitative approach at an explanatory level. Data were obtained from 623 representatives of tourism organizations using a 19-item questionnaire; the hypotheses were tested using the SEM model through AMOS and SPSS. The results indicate that servant leadership is largely related to organizational performance (β = 0.566, p < 0.001) and explains 20.5% of this variable. Collaborative leadership has a moderate relationship with organizational performance (β = 0.454, p < 0.001) and explains 21.3%. No evidence demonstrated the relationship between servant leadership and social capital. Collaborative leadership has a low relationship with social capital (β = 0.163, p < 0.001) and explains only 2%. Social capital has a low relationship with organizational performance (β = 0.293, p < 0.001) and explains 10.8%. Furthermore, social capital fully mediates the relationship between servant leadership and organizational performance and partially mediates the relationship between collaborative leadership and organizational performance.