Servant leadership is widely conceptualized as an effective model for nonprofit and project-based organizations, yet systematic evidence on whether its relationships with team processes and project success remain similar across regional NGO contexts is limited. This paper examines that question in two NGO groupings, Latin America and Africa, by combining moderated regression, measurement invariance testing, and multi-group structural equation modeling. The results show that servant leadership positively predicts team identification and team climate in both regional samples, with positive bootstrapped indirect effects in both groups. At the same time, the cross-group structural comparison is not statistically significant (p=0.072), the total effects are similar across groups (0.755 in Latin America and 0.757 in Africa), and the free structural SEM shows only adequate fit (RMSEA=0.095). Accordingly, the findings are more consistent with a broadly similar cross-regional pattern than with strong evidence of major regional divergence, but they should be interpreted cautiously in light of partial scalar invariance and sample limitations.
Wil Martens (Thu,) studied this question.