Servant and Authentic Leadership and Employee Outcomes: Exploring the Roles of Organizational Trust and Job Autonomy

Abstract

The study examines the influence of servant and authentic leadership styles on employee commitment and satisfaction, highlighting the mediating role of psychological empowerment and the moderating effect of perceived organizational support. As leadership continues to shape organizational outcomes, this research contributes to the growing body of knowledge by exploring how leadership grounded in service and authenticity influences employee attitudes in the Pakistan’s higher education context. Data was collected through structured questionnaires from a sample of 1,069 employees across public and private organizations and analyzed using Structural Equation Modelling (SEM) via SmartPLS 3.2.8. The results confirmed that both servant and authentic leadership have a significant and positive impact on employee commitment and satisfaction. The study further confirmed that psychological empowerment significantly mediates the relationship between both leadership styles and employee outcomes, highlighting the importance of empowering employees in translating leadership into positive organizational behavior. Perceived organizational support was found to moderate these relationships, enhancing the effects of leadership when support levels were high. These findings provide valuable insights for leadership development programs and organizational policy, suggesting that cultivating leadership styles centered on ethical behavior, empowerment, and organizational support can substantially enhance workforce commitment and satisfaction.