The impact of servant leadership and transformational leadership on employees’ service recovery performance: a comparative analysis

Purpose Systematic research on leadership began in the 20th century, though its influence has permeated human history for thousands of years. It is unrealistic to anticipate a unanimous consensus among leadership scholars regarding the most effective behavior and leadership styles. Drawing on social learning theory and social exchange theory, this empirical study aims to compare the effects of transformational and servant leadership on employees’ service recovery performance in the context of the Vietnamese aviation service industry. Design/methodology/approach The study employed a paper-based questionnaire to collect data from 371 valid respondents. Three proposed hypotheses were tested using partial least squares structural equation modeling (PLS–SEM). Findings The study revealed that servant leadership and transformational leadership are strongly associated with employees’ service recovery performance, though the degree to which each leadership style exerts its influence varies. It is evident that the service recovery performance of employees benefits more from transformational leadership than from servant leadership. Originality/value This research analyzes two leadership styles and gives theoretical and practical insights for academics and practitioners, by looking at a structural model with three constructs: servant leadership, transformational leadership and employee service recovery performance. This research helps us better understand which leadership style is connected to employee service recovery performance and how exactly this occurs.