Does servant leadership affect work role performance via knowledge sharing and psychological empowerment?

Abstract

Purpose This paper aims to examine how servant leaders play an essential role in employee work role performance by assessing the mediating role of knowledge sharing and psychological empowerment. Design/methodology/approach Data was collected from a sample of 583 employees working in a public sector organization in India. Structural equation modeling has been used to test the proposed model. Findings The results contribute to new knowledge that servant leadership has a positive link to work role performance. Findings demonstrate that this relationship was partially mediated by knowledge sharing and psychological empowerment. Knowledge sharing has a positive and significant effect on psychological empowerment. Theoretical and practical implications are provided. Originality/value By identifying servant leadership as a determinant of knowledge-sharing behavior and psychological empowerment, this paper significantly supplements current research on the process through which leadership influences individual behavior and motivation toward work performance.