THE ROLE OF SERVANT LEADERSHIP IN ORGANIZATIONAL CITIZENSHIP BEHAVIOR (OCB) WITH JOB SATISFACTION AS A MEDIATING VARIABLE: A CASE STUDY AT THE INSTITUTE OF GEOSCIENCE OF TIMOR-LESTE (IGTL)
Keywords:
Servant Leadership, Organizational Citizenship Behavior (Ocb)Abstract
This study aims to examine the role of servant leadership in Organizational Citizenship Behavior (OCB) with job satisfaction as a mediating variable at the Institute of Geoscience Timor-Leste (IGTL). A mixed-method approach with a dominant quantitative design was employed, combining survey data collected from all 75 IGTL employees with qualitative insights from interviews with four key informants. The quantitative data were analyzed using Structural Equation Modelling Partial Least Squares (SEM-PLS), while narrative analysis was applied to the qualitative interview data to validate and enrich the statistical findings. The results indicate that servant leadership significantly enhances both job satisfaction and OCB. Employees who perceive their leaders as empathetic, supportive, empowering, and collaborative demonstrate higher levels of voluntary behaviors that benefit the organization. Job satisfaction was also found to have a direct and significant influence on OCB, and it mediates the relationship between servant leadership and OCB, highlighting the importance of employee satisfaction as a mechanism for fostering extra-role behaviors. Based on these findings, organizations are encouraged to cultivate servant leadership behaviors to improve employee satisfaction and promote organizational citizenship behavior. Future research is suggested to involve larger and more diverse samples, employ longitudinal designs, and explore additional variables such as organizational commitment or work environment.
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