The Influence of Servant Leadership on Organizational Citizenship Behavior
Lidya Henilesta, Nur Arief Rahmatsyah Putranto

School of Business and Management, Bandung Institute of Technology
Jalan Ganesha 10, Bandung 40132, Indonesia

Abstract

In nowadays highly competitive oil and gas industry, organizations are increasingly relying on their most valuable resource, human capital, to enhance their efficiency and effectiveness. Organizational Citizenship Behavior (OCB) is recognized as a behavior that can positively impact organizational effectiveness. However, Company X, a private sector company operating in the oil and gas industry in Indonesia, still faces challenges in fostering OCB among its employees. One of the factors that influence OCB is leadership style.
This study aims to investigate the role of one of the known leadership style, the servant leadership along with its dimension, which are empowerment, accountability, standing back, humility, authenticity, courage, forgiveness, and stewardship on OCB at Company X. Drawing on the social exchange theory, the study postulates that employees who experience servant leadership will engage in OCB as a form of reciprocity, such as assisting absent colleagues. Data were collected from a sample of 125 participants and analyzed using multiple linear regression analysis in SPSS v.23. The results indicate that only two dimensions of servant leadership, namely empowerment and standing back, significantly influence OCB. Theoretical and practical implications are discussed based on the research findings.

Keywords: servant leadership, organizational citizenship behavior (OCB), oil and gas company, social exchange theory

Topic: Organizational Behavior, Leadership and Human Resources Management