The effect of servant leadership on strategic change management with mediation organizational citizenship behavior and perceived organizational support

Abstract

The role of a leader is very necessary with the hope that employees can also be involved in dealing with company problems that have decreased performance. This study aims to determine the effect of Servant Leadership (SL) on Strategic Change Management (SCM), either directly or indirectly through the mediation of Organizational Citizenship Behavior (OCB) and Perceived Organizational Support (POS) variables. This research is a development of research conducted previously on human resource management. Respondents were selected through purposive sampling. Data collection was carried out by distributing questionnaires to 140 employees. The data analysis technique used is the LISREL Structural Equation Modeling (SEM) analysis technique. The results showed that Servant Leadership has a direct positive effect on OCB with a T-Value of 5.907, Servant Leadership has a direct positive effect on POS with a T-Value of 6.201, then Servant Leadership has a direct positive effect on SCM with a T-Value of 4.336. Servant Leadership has a positive effect on SCM mediated by OCB with a T-Value of 4.007. Servant Leadership has a positive effect on SCM mediated by POS with a T-Value of 4.898. Research contributions are expected to provide insight into science and can serve as a new reference in human resource management, leadership science, organizations, and companies.