THE EFFECT OF SERVANT LEADERSHIP AND PSYCHOLOGICAL CONTRACT ON ORGANIZATIONAL CITIZENSHIP BEHAVIOR OF LECTURERS IN BANTEN
Keywords:
Servant Leadership, Psychological Contract, Organizational Citizenship BehaviorAbstract
Lecturers’ Organizational Citizenship Behavior (OCB) plays a key role in fostering a productive and innovative academic environment. Servant leadership is believed to encourage OCB by promoting a supportive and empowering work culture. Meanwhile, psychological contracts help build trust between lecturers and institutions, enhancing academic engagement and contributions beyond formal duties. This study aims to examine the influence of servant leadership on lecturers' OCB, with psychological contracts acting as a mediating variable. It also explores how psychological contracts can amplify the impact of servant leadership on academic involvement, specifically in universities across Banten. Using a quantitative, explanatory survey design, data were collected from 60 lecturers selected through purposive sampling. A five-point Likert scale questionnaire was used, and the data were analyzed with Structural Equation Modeling (SEM) via SmartPLS. Findings reveal that servant leadership has a significant positive effect on lecturers' OCB (β = 0.48, p < 0.001). Psychological contracts also show a strong relationship with OCB (β = 0.42, p < 0.001) and serve as a mediator in the link between servant leadership and OCB. Lecturers who perceive their psychological contracts are fulfilled are more inclined to exhibit extra-role behaviors and dedication to the institution.Thus, effective servant leadership combined with well-managed psychological contracts can enhance OCB among lecturers. Higher education institutions are encouraged to adopt service-oriented leadership models and ensure psychological contracts are honored to foster greater academic engagement and institutional commitment.
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