The mediating role of perceived organizational support in the relationship between servant leadership and job satisfaction

This research aims to examine the relationships between servant leadership (SL), perceived organizational support (POS), and job satisfaction (JS) among college lecturers in higher education institutions in Beijing, China. In particular, the study explores the mediating role of POS in the relationship between SL and JS, providing more profound insights into the impact of leadership behaviors on the attitudes of employees and organizational performance. A quantitative research design was employed, utilizing online surveys administered to 452 lecturers across 92 higher education institutions in Beijing. The survey measured SL, POS, and JS using established scales. Data were analyzed using SmartPLS 4.1 software for Partial Least Squares Structural Equation Modeling (PLS-SEM), allowing for the testing of hypothesized relationships and mediating effects. The results of the empirical evidence demonstrated that SL has a significant direct impact on both JS and POS. In addition, POS was found to mediate in part the relationship between SL and JS, emphasizing the importance of supportive organizational environments in enhancing employee satisfaction. These results emphasize the role of leadership that is supportive and ethical in enhancing good organizational climates and the well-being of employees. This study contributes to the leadership literature by highlighting the critical roles of SL and POS in fostering JS among the faculty members of higher education. In practice, it has beneficial implications for university administrators and policymakers who want to improve lecturer engagement, job satisfaction, and institutional performance using servant-oriented and support-focused leadership practices.