FOSTERING WORK PERFOMANCE: THE ROLE OF SERVANT LEADERSHIP, WORK ENGAGMENT AND KNOWLEDGE SHARING
Abstract
This study investigates the role of servant leadership, work engagement, and knowledge sharing in fostering employee work performance within organizational settings. Drawing on social exchange and leader-member exchange theories, the research explores how servant leadership behaviors influence employee motivation, collaboration, and productivity. Using a quantitative approach and a sample of 96 respondents, the study reveals that servant leadership significantly predicts work performance, while work engagement and knowledge sharing contribute positively as mediating factors. The findings underscore the strategic importance of human-centric leadership and collaborative practices in enhancing organizational effectiveness. Implications for theory, management, and policy are discussed, offering actionable insights for leadership development and workforce optimization.
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