| Keywords [eng] |
Servant Leadership, Emotional Intelligence, Organizational Culture, Organizational Citizenship Behavior, Moderation Analysis, Employee Behavior, Leadership Effectiveness, Organizational Performance, Workplace Culture, Human Resource Management. |
| Abstract [eng] |
The aim of this thesis is to examine the impact of servant leadership on organizational citizenship behavior (OCB), with particular emphasis on the moderating roles of emotional intelligence and organizational culture. The study addresses an important theoretical and practical gap by exploring how leadership effectiveness is influenced not only by employees’ emotional capabilities but also by the broader organizational environment. By integrating leadership, psychological, and contextual perspectives into a single framework, the research provides a more comprehensive understanding of the conditions under which employees engage in discretionary and prosocial workplace behaviors. The thesis is organized into three main chapters. The first chapter presents a comprehensive theoretical analysis of servant leadership, emotional intelligence, organizational culture, and organizational citizenship behavior. It critically reviews existing literature, identifies research gaps, and develops the conceptual framework together with the proposed research hypotheses. The second chapter explains the research methodology, including the research design, measurement scales, sampling strategy, data collection procedures, and statistical analysis techniques. The third chapter presents the empirical findings, interpretation of results, discussion of hypotheses, and practical implications for organizations and leadership development. A quantitative research methodology was employed using a structured self-administered questionnaire distributed among employees from three organizations in Bangladesh: C&T Homecare Services Limited, Amazing Fashions Ltd., and Southeast Bank PLC. A total of 290 valid responses were collected and analyzed. Established and validated scales were adopted to measure servant leadership (Barbuto Jr. and Wheeler, 2006), emotional intelligence (Davies et al., 2010), organizational culture (Denison, 2006), and organizational citizenship behavior (Spector and Fox, 2010). The collected data were analyzed using Structural Equation Modeling (SEM), moderation analysis, reliability testing through Cronbach’s Alpha, and Confirmatory Factor Analysis (CFA) to ensure construct validity and reliability. The empirical findings demonstrate that servant leadership has a significant positive effect on organizational citizenship behavior. Employees who perceive their leaders as supportive, ethical, and service-oriented are more likely to engage in helping behaviors, teamwork, and voluntary contributions beyond formal job responsibilities. The results further reveal that emotional intelligence strengthens the relationship between servant leadership and OCB, indicating that emotionally intelligent employees respond more positively to servant leadership practices. In addition, organizational culture was found to moderate the servant leadership OCB relationship. Supportive and collaborative organizational cultures enhance the effectiveness of servant leadership, while rigid or hierarchical cultures may weaken its influence on employee behavior. The study contributes to leadership and organizational behavior literature by providing an integrated moderated model explaining how servant leadership promotes organizational citizenship behavior under varying psychological and cultural conditions. The findings also offer practical implications for organizations by emphasizing the importance of developing servant leadership capabilities, strengthening emotional intelligence among employees, and fostering supportive organizational cultures to improve employee engagement, cooperation, and overall organizational effectiveness. |
