Servant leadership and affective commitment: the role of psychological ownership and person–organization fit

Abstract

Purpose

Building on social exchange theory, this study aims to propose a research model to examine the relationship between servant leadership (SL) and employee affective commitment (AC) where psychological ownership (PO) and person–organization fit are theorized to play a mediating role.

Design/methodology/approach

The study used quantitative research methods with a deductive approach to examine the proposed relationships and the underlying mechanisms. Data were collected from 346 employees working at higher education sector in Palestine. Data were analyzed using structural equation modeling.

Findings

The results reveal a significant mediating role of PO and person – organization (P-O) fit in explaining the relationship between SL and employee AC. Results indicate that the service orientation and humble attitude of servant leaders toward employees help employees develop a sense of ownership, leading to a better fit with organizational values and thus to a more committed workforce.

Practical implications

The results of this study may be useful for managers working in higher education in a non-Western context who are considering using SL behaviors to improve outcomes.

Originality/value

The study advances SL research currently in its early stages (Zhang et al., 2019). Moreover, it increases understanding of the mediating roles played by PO and P-O fit.

Citation

Dahleez, K.A., Aboramadan, M. and Bansal, A. (2021), "Servant leadership and affective commitment: the role of psychological ownership and person–organization fit", International Journal of Organizational Analysis, Vol. 29 No. 2, pp. 493-511. https://doi.org/10.1108/IJOA-03-2020-2105