The Interactive Effect Between Servent Leadership And Perceived Organizational Citizenship Behavior With Mediating Role Of Organizational Identification Among Health Care Professionals
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Background: Servant leadership is increasingly recognized as an employee-centered leadership approach that may promote positive workplace behavior in healthcare organizations, where teamwork, support, and discretionary effort are essential for effective service delivery. Objective: This study examined the relationship between servant leadership and organizational citizenship behavior among healthcare professionals, with organizational identification assessed as a mediator and perceived organizational support evaluated as a moderator. Methods: A quantitative cross-sectional survey was conducted among 249 healthcare professionals selected through convenience sampling. Data were collected using standardized measures of servant leadership, perceived organizational support, organizational identification, and organizational citizenship behavior. Descriptive statistics, one-way ANOVA, Pearson correlation, and regression-based mediation and moderation analyses were performed. Results: Servant leadership was positively associated with perceived organizational support, organizational identification, and organizational citizenship behavior. Organizational identification showed the strongest correlation with organizational citizenship behavior, r = 0.647, p < 0.001. Mediation analysis showed that organizational identification significantly mediated the relationship between servant leadership and organizational citizenship behavior, β = 0.1609, 95% CI: 0.0703 to 0.2533. The interaction between servant leadership and perceived organizational support was not significant, β = −0.0184, p = 0.8186. Conclusion: Servant leadership was associated with higher organizational citizenship behavior among healthcare professionals, primarily through stronger organizational identification.
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