Organizational identification as the mechanism that explains the relationship between servant leadership and organizational citizenship behaviours

Purpose This paper aims to study the effect of servant leadership (SL) on organizational citizenship behaviours (OCBs) and to analyse whether organizational identification (OI) is the mechanism that explains this relationship. In addition, the authors aimed to understand whether having a managerial or non-managerial status moderates the relationship between SL and OCB, as well as between SL and OI. Design/methodology/approach The study sample consisted of 853 participants working in Portugal and Portuguese-speaking countries, which constitutes a universal and balanced culture. The study followed a quantitative methodology. Findings The results show that SL and OI are positively and significantly associated with OCB and OI. In turn, OI is the mechanism that explains the relationship between SL and OCB. The moderating effect of management/non-management on the relationship between SL and OCB and on the relationship between SL and OI was proven. For participants who hold a managerial position, when compared to participants who do not hold a managerial position, SL becomes relevant to boost both their OCB and their identification with the organization where they work. Research limitations/implications The main limitation of this study is the small number of participants from some Portuguese-speaking countries. Originality/value This study is innovative in theoretical terms, as not many such studies exist with samples involving Portuguese speakers (from Portugal or Portuguese-speaking countries).