Mediating Effect of Job Engagement on the Relationship between Servant Leadership and Employee Performance
ODIRI Vincent Ivwighrevero PhD; ARUOREN Emmanuel Ejiroghene (PhD); OBIEROMA Andrew Ajedafemu

Abstract
This study examined whether job engagement in the Nigerian workplace mediates the link between servant leadership and employee performance. Using a cross sectional survey design, participants were 344 employees of Local Government Councils in Edo and Delta States selected by a convenience sampling technique. Copies of questionnaires administered on a face-to-face basis were used in data collection, while the formulated hypotheses were tested using Structural Equation Modeling. The results obtained from the path coefficients indicated that servant leadership was negative and significantly related to employee performance, while it was positive and significantly related to job engagement. Job engagement was also found to be positive and significantly related to employee performance. Furthermore, job engagement was found to partially mediate the relationship between servant leadership and employee performance. The study suggests that in order to improve performance, Local Government Council management should support high levels of job engagement among employees.

Full Text: PDF