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Purpose The study sought to investigate how servant leadership affects employees' organisational citizenship and innovative behaviour by emphasising the mediation role of psychological empowerment. Relying on social exchange and self-determination theories, the present research examined the associations between these key elements in organisational dynamics. Design/methodology/approach Two waves of data were obtained from 325 supervisor-subordinate dyads working for 15 nonprofit organisations. Findings The results uncovered a significant and positive connection between leaders with a strong servant mindset and employees' organisational citizenship and innovative behaviour. Psychological empowerment was found to serve as a mediator in the anticipated correlations. Cultivating leaders with an enduring servant attitude was found to significantly boost employees' organisational citizenship and innovation, supported by improved psychological empowerment. Originality/value This study is distinctive as it fills a gap in research on the relationships between servant leadership, psychological empowerment and work outcomes in the global nonprofit sector, particularly in the Eastern context. This disposition, when given the opportunity, will contribute to strengthening working productivity.
Kamil et al. (Fri,) studied this question.
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