The Influencing Mechanism Of Servant Leadership On Employees' Job Performance

With the rapid development of China's economy,the number of enterprises have increased significantly,peer competition and similar competition are also increasing.Job performance is the most direct competitiveness of enterprises,and all the business activities are based on job performance.Therefore,It is necessary to research the factors which affect job performance.Studies have shown that servant leadership,as a new leadership,has a positive effect on employee's job performance.However,after reviewing the previous research results,we found out that most of the research on the effect of servant leadership is limited to the single-level linear model,that is,the research are based on the individual level.Because of the single-level model did not explore the internal factors of the employee's organization,the effects between groups are ignored.Because of the level of servant leadership and the effect on employees of each team is different,we can not ignore the influence of group-level.In order to ensure the accuracy of the research,we paired the data for leaders and employees.This research attempts to start from a more comprehensive perspective,introduced‘Hierarchical Linear Model',a statistical analysis method for examining the cross-level mechanism of servant leadership on employee's job performance.And also examining whether organizational identity mediated the effect between servant leadership and employee's job performance as well as the moderating effect of psychological empowerment.We selected 573 employees of 18 companies from 18 cities including Changsha,Zhangjiajie,Shijiazhuang and Harbin for our survey,using the servant leadership questionnaire,organizational identity questionnaire,psychological empowerment and performance questionnaire.SPSS 20.0 and HLM 7.0 were used to analysis the data.The results indicates that:(1)There were significant differences of gender in servant leadership and organizational identity;There were no significant differences of gender in psychological empowerment and job performance;There were significant differences of working age in organizational identity and job performance;There were significant differences of income in servant leadership and job performance;There were no significant differences of education in organizational identity,psychologicalempowerment and job performance.(2)Servant leadership had significant cross-level influence on employee's job performance;(3)Servant leadership had significant cross-level influence on employee's organizational identity;(4)Organizational identification played a partial mediating role between servant leadership and employee's job performance;(5)Psychological empowerment moderated the effect of between servant leadership and employee's task performance.For the employees with low psychological empowerment,as the enhancement of servant leadership,their task performance would declined.For the employees with high psychological empowerment,their task performance had obviously ascending trend.Psychological empowerment also moderated the effect of servant leadership on organizational citizenship behavior and organizational identity.For the employees with low psychological empowerment,as the enhancement of servant leadership,their organizational citizenship behavior and organizational identity had obviously ascending trend.For the employees with high psychological empowerment,the trend was less obvious.(6)Servant leadership significantly influenced the employees' job performance The effect of servant leadership on employee's job performance was a hierarchical moderated mediating effect.