How Servant Leadership Promote Psychological Resilience for Engagement and Performance from Job Demands-Resources View
The purpose of the study is to examines the role of psychological resilience as a mediator in the relationship between servant leadership, work engagement, and academic performance, utilizing the Job Demands-Resources (JD-R) framework in higher education. This study employed a survey technique with...
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| Format: | Article |
| Language: | English |
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Qubahan
2025-05-01
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| Series: | Qubahan Academic Journal |
| Online Access: | https://journal.qubahan.com/index.php/qaj/article/view/1487 |
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| author | Alex Winarno Silvy Sondari Gadzali Daniel Kisahwan Deni Hermana |
| author_facet | Alex Winarno Silvy Sondari Gadzali Daniel Kisahwan Deni Hermana |
| author_sort | Alex Winarno |
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The purpose of the study is to examines the role of psychological resilience as a mediator in the relationship between servant leadership, work engagement, and academic performance, utilizing the Job Demands-Resources (JD-R) framework in higher education. This study employed a survey technique with a sample of 475 randomly selected lecturers—multivariate analysis using SEM analysis with the maximum likelihood estimation method. The findings underscore the significant positive impact of servant leadership servant leadership exerts a significant positive influence on psychological resilience (β = 0.268, p < 0.05), which, in turn, enhances work engagement (β = 0.345, p < 0.05) and performance (β = 0.090, p < 0.05). Furthermore, work engagement mediates the relationship between servant leadership and performance (indirect effect = 0.134, p < 0.05). Psychological resilience mediates the relationship between servant leadership and work engagement (indirect effect = 0.055, p < 0.05). work engagement mediates the relationship between psychological resilience and performance (indirect effect = 0.169, p < 0.05). The model demonstrated a good fit (CFI = 0.96, TLI = 0.95, RMSEA = 0.034), validating the robustness of the proposed framework. Leaders who prioritize service-oriented leadership and demonstrate responsiveness to subordinates' psychological needs cultivate a resilient workforce, thereby fostering higher levels of engagement and organizational commitment. Furthermore, the study establishes work engagement as a mediating variable in the relationship between servant leadership and performance. These findings offer critical implications for higher education institutions, suggesting that adopting a servant leadership approach can serve as a strategic mechanism for enhancing faculty engagement, resilience, and overall performance. in higher education.
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| format | Article |
| id | doaj-art-44d11b3afbfd4e6cac8958632ddf7871 |
| institution | DOAJ |
| issn | 2709-8206 |
| language | English |
| publishDate | 2025-05-01 |
| publisher | Qubahan |
| record_format | Article |
| series | Qubahan Academic Journal |
| spelling | doaj-art-44d11b3afbfd4e6cac8958632ddf78712025-08-20T03:09:42ZengQubahanQubahan Academic Journal2709-82062025-05-015210.48161/qaj.v5n2a1487How Servant Leadership Promote Psychological Resilience for Engagement and Performance from Job Demands-Resources View Alex Winarno0Silvy Sondari Gadzali 1Daniel Kisahwan2Deni Hermana3Department of Business Administration, Telkom University, Bandung 40257, Indonesia; Department of Business Administration, Universitas Subang, Subang 41211, Indonesia; Department of Mangement, Universitas Winaya Mukti, Bandung 40391, Indonesia; Department of Management, Universitas Pakuan, Bogor 16143, Indonesia. The purpose of the study is to examines the role of psychological resilience as a mediator in the relationship between servant leadership, work engagement, and academic performance, utilizing the Job Demands-Resources (JD-R) framework in higher education. This study employed a survey technique with a sample of 475 randomly selected lecturers—multivariate analysis using SEM analysis with the maximum likelihood estimation method. The findings underscore the significant positive impact of servant leadership servant leadership exerts a significant positive influence on psychological resilience (β = 0.268, p < 0.05), which, in turn, enhances work engagement (β = 0.345, p < 0.05) and performance (β = 0.090, p < 0.05). Furthermore, work engagement mediates the relationship between servant leadership and performance (indirect effect = 0.134, p < 0.05). Psychological resilience mediates the relationship between servant leadership and work engagement (indirect effect = 0.055, p < 0.05). work engagement mediates the relationship between psychological resilience and performance (indirect effect = 0.169, p < 0.05). The model demonstrated a good fit (CFI = 0.96, TLI = 0.95, RMSEA = 0.034), validating the robustness of the proposed framework. Leaders who prioritize service-oriented leadership and demonstrate responsiveness to subordinates' psychological needs cultivate a resilient workforce, thereby fostering higher levels of engagement and organizational commitment. Furthermore, the study establishes work engagement as a mediating variable in the relationship between servant leadership and performance. These findings offer critical implications for higher education institutions, suggesting that adopting a servant leadership approach can serve as a strategic mechanism for enhancing faculty engagement, resilience, and overall performance. in higher education. https://journal.qubahan.com/index.php/qaj/article/view/1487 |
| spellingShingle | Alex Winarno Silvy Sondari Gadzali Daniel Kisahwan Deni Hermana How Servant Leadership Promote Psychological Resilience for Engagement and Performance from Job Demands-Resources View Qubahan Academic Journal |
| title | How Servant Leadership Promote Psychological Resilience for Engagement and Performance from Job Demands-Resources View |
| title_full | How Servant Leadership Promote Psychological Resilience for Engagement and Performance from Job Demands-Resources View |
| title_fullStr | How Servant Leadership Promote Psychological Resilience for Engagement and Performance from Job Demands-Resources View |
| title_full_unstemmed | How Servant Leadership Promote Psychological Resilience for Engagement and Performance from Job Demands-Resources View |
| title_short | How Servant Leadership Promote Psychological Resilience for Engagement and Performance from Job Demands-Resources View |
| title_sort | how servant leadership promote psychological resilience for engagement and performance from job demands resources view |
| url | https://journal.qubahan.com/index.php/qaj/article/view/1487 |
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