Servant Leadership and Its Impact on Organizational Commitment and Effective Management Practices for Sustainable Performance
DOI:
https://doi.org/10.63931/ijchr.v7iSI2.154Keywords:
servant leadership, organizational commitment, effective management practices, sustainable performanceAbstract
This study used a descriptive correlational methodology to investigate organizational commitment, effectiveness, and servant leadership behavior among managers from rural, savings, and cooperative banks in Bulacan. Data were collected from 260 respondents, including 204 employees and 56 managers. The findings revealed that managers evaluated themselves highly, but employees gave greater rates to servant leadership behaviors. Both behavioral and attitudinal dimensions of organizational commitment were highly linked to servant leadership. Furthermore, servant leadership was found to have a strong and positive correlation with organizational effectiveness, as assessed by quality, productivity, and adaptability. Independent t-tests revealed no significant difference in managers' and employees' evaluations of organizational effectiveness. Although managers' self-assessments of specific servant leadership characteristics did not significantly predict success, employees identified conceptualization as an important predictor. These findings emphasize the critical role of servant leadership in increasing organizational commitment and effectiveness in the banking sector, corroborating global research that has shown its favorable influence on organizational performance and employee engagement.
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