Servant Leadership and Project Success in NGOs : The Mediating Role of Team Identity and Team Climate

Purpose: In the realm of servant leadership literature, there exist notable gaps that require further exploration. To address these gaps, this research examines the direct and indirect effects of servant leadership on project success, team identity, and team climate within the context of non-governmental organizations (NGOs). Design/methodology/approach: Drawing on quantitative survey data from 451 respondents from a convenient sample of 125 NGOs operating across Africa, Asia, Europe, Latin America, and the US, we developed a structural equation model to test the hypotheses.Findings: The findings reveal significant positive effects of servant leadership on project success, team identity, and team climate. Additionally, the study uncovers the mediating role of team identity and team climate in the relationship between servant leadership and project success. However, a multi-group analysis highlights the need for further examination, as differences between volunteers and employees emerge concerning the effect of servant leadership on team climate and team identity, as well as the effect of team identity on project success. Originality: These findings contribute to the existing body of knowledge by addressing gaps in the literature and emphasizing the importance of team dynamics and servant leadership in achieving project success within NGOs. By collecting data from NGOs across diverse regions, this study enriches the scope and contributes to a more comprehensive understanding of servant leadership