Servant Leadership as a Strategic Capability: Culture-Driven Pathways to Sustainable Performance

Abstract

Background: This study investigates the relationship between Servant Leadership and Organizational Performance in the hospitality industry, focusing on the mediating roles of Serving Culture and Social Capital. 
Purpose: This study aims to determine the specific mechanisms through which Servant Leadership translates into superior Organizational Performance.
Design/methodology/approach: Employing a quantitative methodology, data were collected via a survey of 52 hotel managers and analyzed using SmartPLS to provide robust estimates of the direct, indirect, and total effects among the variables. This approach allowed for a comprehensive evaluation of the mediating pathways.
Findings/Result: The results confirm a positive effect of Servant Leadership on Organizational Performance. Servant Leadership strongly cultivates a Serving Culture, which in turn significantly enhances performance. Critically, the study provides strong evidence that Serving Culture significantly mediates the relationship between Servant Leadership and Organizational Performance. Conversely, while Servant Leadership fosters Social Capital, Social Capital was not found to significantly mediate this relationship.
Conclusion: Servant Leadership is crucial for fostering a strong service-oriented culture, which subsequently drives organizational performance in the hospitality sector.
Originality/value (State of the art): This research provides theoretical refinement by simultaneously differentiating the mediating contributions of a service-specific culture and social capital, establishing Serving Culture as the primary, statistically significant channel for Servant Leadership's influence in the hospitality sector.

Keywords: servant leadership, social capital, service culture, organizational performance, hospitality industry