Servant Leadership and Service Delivery: the Mediating Role of Job Satisfaction and Perceived Organizational Support

Abstract

ABSTRACT The study evaluated the mediating role of job satisfaction and perceived organizational support on the relationship between servant leadership and service delivery among hotels in the Upper East Region. Specifically, the study assessed the effect of servant leadership on service delivery; assess the role of job satisfaction in mediating the connection between servant leadership and service delivery; examined the role of perceived organizational support in mediating the relationship between servant leadership and service delivery. The study was guided by explanatory research design. Data collected from 253 staff of the hotels in the Upper East Region through simple random sampling technique was analysed by employing partial least square estimation. The main finding of the study was that hotels that practiced servant leadership were better placed to satisfy employees and also tend to enhance employee perceived organizational support, which then turns to improve their service delivery. Hence, it was recommended that the managers of hotels should improve their servant leadership practices to enhance service delivery. Further, the managers in these hotels should note that, for them to increase service delivery, satisfying employees’ job and enhancing perceived organizational support should be a key objective they should try to achieve.