Servant Leadership, Engagement, and Employee Outcomes: The Moderating Roles of Proactivity and Job Autonomy

This paper presents a moderation-mediation model suggesting that proactivity and job autonomy moderate the mediating effects of engagement on relationship servant leadership with performance lateness. Data were collected from sample 50 bank departments three sources: managers (n = 50), employees 165), objective data provided by human resources departments. The results show as expected, association work was stronger for low levels autonomy. Proactivity moderated effect both lateness; between imply placing under supervision leaders can engender higher better organizational outcomes.