How Servant Leadership Affects Their Group Member Performance and Well-Being : the Role of Objective Effectiveness, of Leader-Member Dyadic Politeness of Exchange and Pragmatic Politeness in the Moderated Mediatory Framework

This study analyses how servant leadership influences group member performance and their well-being. For this, we projected a conceptual framework to incorporate the moderating effect of leader-member dyadic politeness of exchange and pragmatic politeness and the mediating effect of objective effectiveness. We content that influence is through increasing Objective Effectiveness. We also assert that the effect of servant leadership on the two outcomes is moderated by Leader-Member Dyadic Politeness of Exchange (LMDPE), and Pragmatic Politeness (PP), in a way that higher values of LMDPE and PP would make the influence of servant leadership on group member performance and their well-being, more pronounced. Empirical validity was established by conducting a survey using a close-ended questionnaire. To establish the empirical validity, we included data from employee evaluations side by side with the dyadic politeness approach they practiced through relations with their organizational leaders in a strength services situation. Data was collected from 633 respondents and analyzed using confirmatory factor analysis and structured equation modeling. The results suggested that Servant Leadership (SL) has seemed to have a significant and positive effect on the Objective Effectiveness of the employees of the organization. Objective Effectiveness (OE) in turn positively affects well-being, and. Group Member Performance. SL also seems to be directly increasing Well-being, hence OE plays partial mediation between SL and well-being. LMDPE and PP seem to have a negative impact on Group Member Performance, whereas LMDPE has a positive impact on well-being. However, the moderate role of LMDPE and PP remained inconclusive. The finding implied that servant leadership is a potentially interesting focus to enriching the understanding of organizational performance with respect to direct or indirect factors of affection