The Mediated Role of Knowledge Sharing Between Servant Leadership and Work Role Performance

This study explores the mediated role of knowledge sharing between servant leadership and work role performance, addressing a critical gap in organizational leadership research. Servant leadership, characterized by prioritizing employee development and fostering ethical, inclusive work environments, has gained traction as a transformative management approach. However, its impact on work role performance through the lens of knowledge sharing remains underexplored. Using a quantitative methodology, data were collected from 36 employees at PT X, a contracting company in Surabaya, Indonesia. SmartPLS was employed for data analysis, focusing on the relationships between servant leadership, knowledge sharing, and work role performance. The findings confirm that servant leadership positively influences knowledge sharing, which in turn significantly enhances work role performance. Knowledge sharing acts as a partial mediator, bridging the gap between servant leadership and employees' task proficiency, adaptivity, and proactivity. This mediation underscores the importance of fostering an organizational culture that emphasizes collaboration and continuous learning. The study's results highlight the strategic value of integrating servant leadership with robust knowledge-sharing practices to improve individual and team performance. This research provides practical insights for managers aiming to optimize employee contributions while promoting a supportive and empowering workplace culture. Future studies are encouraged to expand on these findings by incorporating larger samples and exploring diverse organizational contexts.