<abstract xmlns="http://www.w3.org/1999/xhtml">

<p>Job performance is an extremely complex factor affecting organisational performance. The literature recognises factors impacting job performance positively and negatively. This article aims to verify the turnover-mitigating effect on the relationship between servant leadership and job performance. The developed moderated mediation model is empirically verified based on the data collected from 263 managers working in Poland’s for-profit organisations. The results were analysed using Macro for IBM SPSS Statistics. It has been shown that employee turnover is a mediator in the job performance model based on turnover-mitigating servant leadership. Additionally, the influence of employees’ dynamic capabilities has been analysed. The study revealed the significance of servant leadership in influencing job performance and the disruptive relationship between employee turnover and the impact of employees’ dynamic capabilities in reducing employee turnover. This research provides practical implications for managers and organisations regarding selecting the right leadership style to improve employee job performance.</p>
</abstract>

Job performance is an extremely complex factor affecting organisational performance. The literature recognises factors impacting job performance positively and negatively. This article aims to verify the turnover-mitigating effect on the relationship between servant leadership and job performance. The developed moderated mediation model is empirically verified based on the data collected from 263 managers working in Poland’s for-profit organisations. The results were analysed using Macro for IBM SPSS Statistics. It has been shown that employee turnover is a mediator in the job performance model based on turnover-mitigating servant leadership. Additionally, the influence of employees’ dynamic capabilities has been analysed. The study revealed the significance of servant leadership in influencing job performance and the disruptive relationship between employee turnover and the impact of employees’ dynamic capabilities in reducing employee turnover. This research provides practical implications for managers and organisations regarding selecting the right leadership style to improve employee job performance.

Turnover-Mitigating Effect of Servant Leadership on Job Performance

Wroclaw University of Science and Technology

Engineering Management in Production and Services

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

{"article-title":"Turnover-Mitigating Effect of Servant Leadership on Job Performance"}

Job performance is an extremely complex factor affecting organisational performance. The literature recognises factors impacting job performance positively and...

Turnover-Mitigating Effect of Servant Leadership on Job Performance

Pubblicato online: 11 lug 2022

Pagine: 67 - 81

Ricevuto: 18 ott 2021

Accettato: 16 mag 2022

DOI: https://doi.org/10.2478/emj-2022-0017

Parole chiave
servant leadership, employee job performance, employee turnover, employees’ dynamic capabilities, organisational performance

© 2022 Agnieszka Bieńkowska et al., published by Sciendo

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

Turnover-Mitigating Effect of Servant Leadership on Job Performance

Pubblicato online: 11 lug 2022

Pagine: 67 - 81

Ricevuto: 18 ott 2021

Accettato: 16 mag 2022

DOI: https://doi.org/10.2478/emj-2022-0017

Parole chiaveservant leadership, employee job performance, employee turnover, employees’ dynamic capabilities, organisational performance

© 2022 Agnieszka Bieńkowska et al., published by Sciendo

This work is licensed under the Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.

Parole chiave
servant leadership, employee job performance, employee turnover, employees’ dynamic capabilities, organisational performance