Servant leadership and job satisfaction in higher education: the mediating roles of organizational justice and organizational trust

Drawing upon social exchange and self-determination theories, we propose a model to examine the mediating role of organizational justice and organizational trust in the relationship between servant leadership and job satisfaction. Data from 258 Palestinian academics were collected and analyzed using correlation-based structural equation modeling (partial least squares). Our findings show that organizational justice and organizational trust partly mediate the relationship between servant leadership and job satisfaction. In addition, the results show that there are significant differences in gender and experience pertaining to job satisfaction levels. This research advances the knowledge on servant leadership literature and adds insight into its relationship with job satisfaction in the field of higher education through examining the mediating role of organizational justice and organizational trust in the aforesaid relationship. Our findings encourage academic institutions to employ and nurture servant behaviors among academic leaders and managers. Academic institutions are also encouraged to embrace clear measures toward building a satisfied workforce through instilling a climate of justice and mutual trust.

Automated summary

Drawing upon social exchange and self-determination theories, this study proposes a model to examine the mediating role of organizational justice and organizational trust in the relationship between servant leadership and job satisfaction. The findings suggest that organizational justice and organizational trust partially mediate the relationship between servant leadership and job satisfaction. Additionally, significant differences in gender and experience pertaining to job satisfaction levels were observed.