The mediating effect of self-esteem in the relationship between servant leadership and organisational commitment in a selected non-profit organisation

Abstract

Orientation: Leadership is essential for the effective performance of organisations. Therefore, understanding the appropriate leadership styles for non-profit organisations (NPOs) helps develop employee attitudes that can improve service delivery.
Research purpose: This study examined the mediating effect of self-esteem on the relationship between servant leadership and organisational commitment.
Motivation for the study: One of the critical challenges confronting NPOs in South Africa is the inability to influence employee attitudes. Accordingly, servant leadership has been identified as a significant predictor of employee attitudes, such as organisational commitment.
Research design, approach and method: This study adhered to a positivist paradigm and the quantitative approach. Data were collected from a sample of 208 employees working in a selected NPO in the North West province of South Africa. SMART PLS4 was used to analyse data using structural equation modelling.
Main findings: The results revealed that servant leadership had a significant impact on self-esteem and organisational commitment. Furthermore, the results showed that while self-esteem significantly predicted organisational commitment, it partially mediated the relationship between servant leadership and organisational commitment.
Practical/managerial implications: In line with the research results, this investigation suggests that NPOs cultivate a culture that fosters a servant leadership style.
Contribution/value-add: This study focused on the non-profit sector, which has primarily been underexplored in leadership studies.