This study evaluates the impact of Servant leadership style, Organizational culture,Harmony of values, and Service motivation on the Work performance of members of the Clubs/Teams/Groups
INTRODUCTION
Overview
In today's competitive landscape, member performance is acknowledged as a combination of capability and motivation, essential for driving optimal output within organizations (Moorhead and Griffin, 1998).
In today's competitive landscape, organizations recognize the importance of cultivating a culture that aligns with their goals, viewing human resources as a key competitive advantage Research indicates that around 80% of organizations fail due to inadequate performance stemming from weak culture and leadership, with 79.8% lacking effective cultural norms To navigate a turbulent operational environment, organizations must adopt strong practices that enhance performance (Ugheoke, 2019) Human resources play a crucial role, serving as one of the most valuable assets within an organization (Mohammed et al., 2021) While emphasizing human elements is vital, it is essential to acknowledge that organizational success relies on the effective management of all components (Rhima et al.).
Organizational studies highlight the importance of valuing people within organizations, transitioning from traditional management models that view workers merely as tools for production to recognizing them as essential resources This shift necessitates moving away from conventional leadership approaches towards strategies that prioritize the human element in leadership (Amir, 2019).
A student club serves as a gathering place for individuals with shared interests and goals, playing a crucial role within the Student Association or Ho Chi Minh Communist Youth Union These clubs address complex issues in both academic and daily life, fulfilling the legitimate needs of students In recent years, the student club model at universities has seen significant growth, drawing in many participants Through these clubs, students can apply classroom knowledge, exchange information, gain real-world experience, and build connections between their academic pursuits and future careers.
UEH University aims to become a leading multidisciplinary institution by 2030, known for its academic excellence and sustainable practices in Asia Its mission focuses on enhancing knowledge, training high-quality human resources, and fostering global integration and innovation Prioritizing the improvement of training quality, UEH is dedicated to continuous enhancement in all aspects of education and research, ensuring it delivers the best outcomes for society As a pioneer in innovation, UEH strives to meet international standards while cultivating a supportive educational environment that encourages creativity among students, faculty, and researchers Renowned for its vibrant extracurricular scene, UEH offers numerous clubs and activities that help students develop vocational skills, soft skills, and personal interests, preparing them for successful careers These student club activities also empower learners to assert themselves and gain valuable knowledge, while actively supporting the university's management and community initiatives.
Recent research has highlighted the significance of student clubs, drawing attention from scholars such as Nguyen Thi Thu Nguyet, who emphasizes in her 2014 article that participation in university activities, including union movements and competitions, plays a crucial role in developing essential soft skills for students These activities foster confidence, dynamism, communication, presentation, interview, and leadership skills, while also promoting effective time management and teamwork Additionally, Nguyen Huu Hoa's article on student club activities at Hanoi University of Education 2 identifies key factors influencing their effectiveness, such as member awareness, management practices, organizational efficiency, and policy mechanisms.
Research highlights the critical role of student clubs in universities for skill development, confidence building, and enhancing academic outcomes While various projects suggest ways to boost the operational efficiency of these clubs, there is a notable lack of studies examining the impact of Servant Leadership on club member performance To address this gap, we initiated a study titled "How does Servant Leadership Style determine work performances of Members of Clubs/Teams/Groups at ƯEH University?" This research is essential and aligns with the current practical needs in the educational landscape.
This study addresses the knowledge gap concerning the influence of Organizational culture on the relationship between servant leadership and employee performance Previous research indicates that Organizational culture serves as a mediator in this relationship The aim is to explore how Organizational culture impacts the connection between servant leadership, viewed as the independent variable, and employee performance, the dependent variable Additionally, the study seeks to evaluate the extent to which dimensions of servant leadership—such as Standing Back, Forgiveness, and Authenticity—affect employee performance, considering Organizational culture as both a moderating and mediating factor Furthermore, it investigates how the strength of this relationship varies with the presence of Organizational culture and examines the roles of work motivation and harmony of values in this context.
Research objectives
This research explores the connections between servant leadership style, service motivation, organizational culture, value harmony, and the work performance of members within Clubs, Teams, and Groups at UEH University.
This study investigates how Servant Leadership, Service Motivation, Organizational Culture, and Value Harmony influence the work performance of club, team, and group members at UEH University.
Secondly, this study measures the correlation of Servant leadership style, Service motivation, Organizational culture, Harmony of values, Work performance of members of Clubs/Teams/Groups at UEH University.
Our objective is to present management implications related to Servant Leadership, Service Motivation, Organizational Culture, and Value Harmony to enhance the work performance of members in Clubs, Teams, and Groups at UEH University.
Research questions
Do Servant leadership style, Service motivation, Organizational culture and Harmony of values impact the Work performance of members of Clubs/Teams/Groups at UEH University?
What is the impact of Servant leadership style, Service motivation, Organizational culture and Harmony of values on Work performance of members of Clubs/Teams/Groups at UEH University?
To enhance work performance among members of Clubs, Teams, and Groups at UEH University, it is essential to propose management implications that focus on the Servant leadership style, which fosters a supportive environment Emphasizing service motivation can drive engagement and commitment, while cultivating a positive organizational culture will promote collaboration and innovation Aligning the harmony of values within the teams is crucial for creating a cohesive atmosphere that encourages shared goals and mutual respect These strategies collectively contribute to improved performance and a more productive organizational climate.
Subject and scope of research
- Research subjects: Servant Leadership, Organizational culture, Value Reconciliation and Motivation Serving activities for members of Clubs/Teams/Groups at UEH University.
- Survey subjects: Members of Clubs/Teams/Groups that are directly managed at UEH University.
+ About time: October 10th, 2023 to October 17th, 2023.
Research methodology
We conducted a comprehensive analysis of existing studies to refine and validate our model's variables, which encompass Servant Leadership Style, Service Motivation, Organizational Culture, Value Harmony, and Work Performance Our research utilized an online survey targeting students involved in Clubs, Teams, and Groups at UEH University, gathering qualitative data such as gender, academic year, duration of participation, and the nature of these organizations.
To gather data, questionnaires were distributed and online surveys were conducted using Google Forms among members of Clubs, Teams, and Groups at UEH University, resulting in 279 responses The analysis involved testing differences with SPSS 20 software using One-Independent T-test and One-way ANOVA Additionally, SmartPLS 4 software was employed to evaluate the measurement model, including assessments of Cronbach's Alpha, Composite reliability, Convergent validity, and discriminant validity, as well as to analyze the model structure.
Research contributions
Theoretical implications: It is a premise for subsequent research articles to contribute to supplementing and strengthening the influence of Servant Leadership on the Work performance of members in the organization.
Research highlights the significant impact of servant leadership, service motivation, organizational culture, and value alignment on the performance of clubs, teams, and groups By understanding these factors, organizations can develop effective management strategies to enhance member performance and overall productivity.
Research structure
Our research paper includes the following parts:
Presenting the context of the research problem and research objectives; research question; Object and scope of the study; Research Methods; Research structure.
Overview of theoretical basis; previous studies Presenting concepts related to research content; overview of previous studies; propose research models; relationships between independent and dependent variables.
Present the research process; proposed analytical framework; questionnaire design; measurement scale and data processing methods.
This article presents survey sample information and results obtained using SmartPLS 4 software to assess the reliability of measurement scales through various analyses, including Cronbach’s alpha coefficient, composite reliability, convergent validity, and discriminant validity Additionally, it evaluates the structural model and employs T-Test and ANOVA in SPSS 20 to analyze the impact of qualitative variables on the dependent variable.
Chapter 5: Conclusion and managerial implication
This research presents key findings that enhance practical management and administration, emphasizing the need for improved work performance in public administration The study suggests actionable implications for public administration to optimize efficiency and effectiveness in operations However, it is important to acknowledge the limitations of the research, which may affect the generalizability of the results and their application in diverse contexts.
LITERATURE REVIEW & HYPOTHESIS DEVELOPMENT
The theories basis of Servant Leadership by Robert K Greenleaf (1970)
Servant leadership, a concept introduced by Robert K Greenleaf in the 1970s while he was the director of human resource development at AT&T, emphasizes that the primary role of a leader is to serve others This leadership style advocates for a holistic approach to work, focusing on motivating, understanding, and empowering individuals within a team Greenleaf's inspiration for servant leadership originated in the 1960s after he read Hermann Hesse's novel, "Journey to the East."
Servant leadership is characterized by leaders prioritizing the interests and development of their followers over personal gains This leadership style is marked by strong ethical behavior towards followers, the organization, and other stakeholders, as highlighted by various scholars (Hale & Fields, 2007; Graham, 1991; Walumbwa, Hartnell, & Oke, 2010; Ehrhart, 2004).
Servant Leadership is a leadership philosophy where the primary role of the leader is to serve their team Leaders who embrace this approach focus on supporting their subordinates, fostering their development, and enhancing their job performance Rather than being a unique skill or technique, Servant Leadership represents a set of long-term, accepted behaviors that prioritize the well-being and growth of team members.
Concept of each factor in research model
Servant leadership, first conceptualized by Greenleaf in 1977 and rooted in Hesse's “Journey to the East,” is defined as a lifestyle rather than merely a management technique This leadership style prioritizes serving others, with servant leaders placing the interests and well-being of their employees above their own They emphasize the development of their team members while minimizing the focus on their own honor Additionally, servant leaders extend their care beyond organizational boundaries, considering the needs of the wider community Ultimately, servant leadership is characterized by a commitment to serving and addressing the needs of others, both within and outside the organization.
According to Van Dierendonck (2011), 6 characteristics of servant leadership include:
(1) Empowerment and human development (servant leaders believe in the abilities of employees, encourage them to make their own decisions and self development);
(2) Humility (acknowledging the employee's talents and welcoming the employee's contributions, being humble with one’s own achievements while also promoting the employee's achievements);
(3) Honesty (presenting oneself properly, doing what is promised);
(4) Interpersonal acceptance (ability to understand other people's feelings, sympathize with employees' mistakes);
(5) Setting direction (ensuring that employees know what they are expected to do, providing instructions appropriate to employees' needs and abilities);
(6) Managing (being willing to accept responsibility for the organization and working for the organization rather than for personal interests).
Laub's (1999) perspective on servant leadership emphasizes key characteristics such as valuing and developing people, fostering community, demonstrating integrity, and promoting shared leadership This approach enhances organizational justice, builds trust within the organization, and encourages organizational citizenship behavior.
Service motivation, as defined by Vandcnabeele (2007), encompasses the beliefs, values, and spirit that transcend personal and organizational interests, fostering a commitment to the greater good This concept highlights an individual's inclination to align their actions with organizational motives, as noted by Perry and Wise.
Service motivation is defined as the drive for organizational members to deliver improved and meaningful services (Brewer and Selden, 1998) Research has shown that service motivation positively influences various organizational behaviors, including enhanced job performance (Alonso and Lewis, 2001), increased organizational commitment, and greater job satisfaction (Carpenter, Doverspike, and Miguel, 2012).
According to Perry (2000), employees' service motivation is influenced by various factors, including their sociohistorical context, which shapes individual motivation levels This context not only affects personal motivation prior to joining an organization but can also be enhanced through effective leadership and management practices within the workplace.
Human limitations necessitate collaboration to achieve desired goals, which is why individuals have historically formed various organizations Despite extensive research on organizational culture across different initiatives and timeframes, scholars have consistently identified key concepts that define it.
Organizational culture, as defined by Andrew Pettgrew (1979), is a system of shared meanings embraced by employees at a specific time Lund (2003) and Pool (2000) further elaborate that it encompasses values, beliefs, and behavioral patterns that characterize organizations and influence employee behavior This culture establishes the norms and common values that govern interactions among members and with external stakeholders.
Organizational culture, as defined by Schein (1990), encompasses the values and behaviors deemed essential for success, which are then imparted to new members Titiev (1959) emphasizes that this culture must be learned and shared, representing a collective way of living and thinking recognized by all within the organization Ultimately, these cultural concepts foster a shared understanding and acceptance among every member of the organization.
Values represent beliefs regarding the significance of expected normative behaviors, shaping the way individuals act within an organization An organization's value system establishes the standards that direct employee behavior and influence the allocation of resources.
Value harmony refers to the alignment between individual values and organizational values (Edwards and Cable, 2009) Research highlights the significance of this alignment, indicating that when members share values with their organization, they experience greater job satisfaction and are more motivated to foster relationships within the workplace (Chatman, 1989; Kristof, 1996; Ostroff and Judge, 2007) This congruence not only enhances employee satisfaction but also reduces turnover and promotes positive behaviors among members (Cascio, 1999; Podsakoff et al., 2000; Riketta, 2005).
Work performance measures an individual's effectiveness in their job, defined as the total value an organization anticipates from that individual over time (Motowidlo, 2003) It encompasses two key aspects: first, it is the outcome of a range of behaviors exhibited by an individual over a specific period; second, it reflects the value that the organization expects from these behaviors Consequently, work performance varies according to the behavioral patterns of different individuals and the specific expectations set by the organization, which are influenced by how these behaviors impact overall organizational performance.
Previous relevant researches
2,3.1 The study of Jakob StoUbergera, Mireia Las Herasb, Yasin Rofcaninc, Maria José Bosch (2019), “Serving followers and family? A trickle-down model of how servant leadership shapes employee Work performancệ
This study investigates the impact of manager servant leadership on employee work performance and the trickle-down effect of servant leadership within organizations Utilizing multilevel structural equation modeling from MPlus 8 and the Monte Carlo method for analysis, the research was conducted with data from 442 full-time employees in the Dominican Republic across various industries After verification, the sample comprised 239 responses, including 47 supervisors and 156 employees The findings reveal that higher-level managerial servant leadership positively influences the work performance of lower-level employees through their supervisors, demonstrating that managerial behaviors extend beyond direct reports to enhance overall organizational performance.
Figure 2.3.1 Research model of Jakob Stollbergera, Mireia Las Herasb, Yasin
2.3.2 The study of Sahal Sihombing, Endang Siti Astuli, Mochammad Al Musadieq, Djamhur Hamied and Kusdi Rahardjo (2018), “The effect of servant leadership to rewards, Organizational culture, and its implication to employee^ performance (case study on the employees of PT Bank Tabungan Negara (Persero) Tbk Indonesia) ”.
This study aimed to identify the factors influencing employee performance at Bank Tabungan Negara (BTN) in the Jabodetabek area, where 60% of BTN employees are located Utilizing Generalized Structured Component Analysis (GSCA) within a quantitative research framework, data was collected from 166 employees over one month in 2016 The findings revealed that Servant Leadership significantly impacted Rewards and Organizational Culture, but did not have a direct effect on Employee Performance Additionally, Rewards were found to significantly influence both Organizational Culture and Employee Performance, while Organizational Culture also had a significant effect on Employee Performance.
Musadieq, Djamhur Hamied and Kusdi Rahardjo (2018)
2.3.3 The Study of Maris i Pakpahan, Hardinawati and Suwarlan (2020), “Servant Leadership and Performance Employee: The Mediating Effect of Organizational Commitment”.
This study examines the relationship between servant leadership, employee job performance, and organizational commitment as a mediator, focusing on alumni from the secretarial studies program at IBM ASMI With a sample of 123 respondents, representing 72% of graduates since 2019, the research utilized Structural Equation Modeling (SEM) via Lisrel 8.8 Findings reveal no significant link between servant leadership and organizational commitment; however, both factors positively influence employee job performance Notably, when organizational commitment mediates the relationship, servant leadership significantly enhances employee performance This research addresses gaps in previous studies that suggested a stronger connection between servant leadership and organizational commitment, offering a fresh perspective on their interactions.
2.3.4 The study of Peter Yumte, Yohanis Rante, Josephus Ronsumbre and Westim
Ra tang (2017), “Influence of the Servant Leadership, Organizational culture and Employee Motivation on Work performance”.
This study analyzes the effects of servant leadership, organizational culture, and work motivation on the performance of employees at Mimika District Hospital, utilizing a survey sample of 198 participants Employing Structural Equation Modeling (SEM) with the AMOS program for analysis, the findings indicate that servant leadership significantly influences employee performance, accounting for a 1.6% direct impact and an indirect effect of 1.2% through other variables, as well as contributing 2.5% to job satisfaction Additionally, organizational culture plays a crucial role in enhancing employee performance at Mimika Hospital.
Figure 2.3.4 Research model of Peter Yumte, Yohanis Rante, Josephus Ronsumbre and Westim Ratang (20Ì 7)
2.3.5 The study ofMaartje Paais and Jozef R Pattiruhu (2020), “Effect of Motivation, Leadership, and Organizational culture on Satisfaction and Employee Performancệ
This study investigates the connections between organizational culture, motivation, leadership style, job satisfaction, and employee performance at Wahana Resources Ltd in North Seram District, Central Maluku Province, Indonesia Utilizing empirical methodologies, the research involved a sample of 155 employees selected through Proportionate Stratified Random Sampling.
A questionnaire was utilized to collect data, which was then analyzed using structural equation modeling in Amos The findings indicated that while work motivation and organizational culture did not significantly affect employee job satisfaction, they positively influenced performance Leadership was found to have no direct impact on performance, yet it significantly affected job satisfaction The coefficient of determination analysis revealed that employee performance is influenced by motivation, leadership, culture, and job satisfaction to the extent of 73.5%, while job satisfaction is influenced by these variables at 57.4% The remaining factors are outside the scope of this study To enhance job satisfaction, it is essential to improve leadership, organizational culture, and motivation, as higher job satisfaction among employees will lead to better performance.
Figure 2.3.5 Research model ofMaartje Paais and Jozef R Pattiruhu (2020).
2.3.6 The study of Bahadur AH Soomro and Naimatullah Shah (2019), ^Determining the impact of entrepreneurial orientation and Organizational culture on job satisfaction, organizational commitment, and employee's performance19.
This study explores the relationship between organizational culture, entrepreneurial orientation, and their effects on employee performance, organizational commitment, and job satisfaction Utilizing a quantitative approach with cross-sectional data from 326 valid samples, the structural equation model revealed that organizational culture, organizational commitment, and job satisfaction positively and significantly influence employee performance Additionally, entrepreneurial orientation has a positive and significant effect on organizational commitment, which in turn affects job satisfaction However, the study found that entrepreneurial orientation has a limited impact on employee performance.
Figure 2.3.6 Research model of Bahadur AH Soomro and Naimatullah Shah (2019)
2.3.7 The study of Luu Trong Tuan (2016), “How servant leadership nurtures knowledge sharing: The mediating role of public Service motivation ”.
This paper explores the impact of servant leadership on knowledge sharing among public employees, enhancing organizational knowledge in public organizations It examines the mediating role of public service motivation (PSM) and the moderating effect of corporate social responsibility (CSR) on the relationship between servant leadership and knowledge sharing Data were collected from 562 employees and 197 department managers in Vietnam's electricity, telephone, and water sectors The findings indicate that PSM significantly mediates the connection between servant leadership and knowledge sharing, while CSR positively moderates this relationship.
Figure 2.3.7 Research model of Luu Trong Tuan (2016)
2.3.8 The study of Thai Thì Thu Thanh (2022), “Factors affecting the motivation to serve the public of officials, civil servants and public employees of departments and divisions under the People's Committee of Bin h Minh town, Vinh Long province".
The research aimed to identify factors influencing public service motivation among civil servants in Binh Minh district, Vinh Long province, analyzing how personal characteristics affect this motivation A survey of 204 civil servants across eleven offices and three non-business units revealed six key factors: (1) leadership role, (2) job satisfaction, (3) harmony of values, (4) service culture, (5) communication between leaders and employees, and (6) trust Among these, the leadership role emerged as the most significant influence, while harmony of values had the least impact Based on these findings, the author proposed several solutions to enhance motivation among public servants and officials.
Figure 2.3.8 Research model of Thai Thi Thu Thanh (2022)
2.3.9 The study of Sunami, Sultoni (2023), “Unveiling the Influence of Servant Leadership on Teacher Job Satisfaction: A Study on the Mediating Effects of Work Motivation, Organizational culture, and Organizational Climate”.
This study investigates the influence of servant leadership on teacher job satisfaction, with work motivation, organizational culture, and organizational climate as moderating factors A sample of 274 elementary school teachers from Nganjuk Regency was surveyed using a questionnaire, and data were analyzed using SPSS 24.0 and SmartPLS 4 The results indicate that servant leadership significantly affects work motivation, organizational culture, and organizational climate However, the relationship between servant leadership and teacher job satisfaction is significant only when moderated by work motivation and organizational climate.
Figure 2.3.9 Research model of Sunami, Sultoni (2023)
2.3.10 The result of Mustafa /Taiwan Rhima (20/8), “The Expected Role of Organizational culture in the Relationship Between Servant Leadership and Employee Performance”.
This study aims to examine how servant leadership affects employee performance, with organizational culture serving as a mediating factor The research involved a diverse group of individuals across various administrative levels, including managers and department heads Out of 100 distributed questionnaires, 76 valid responses were analyzed Data collection was conducted through a questionnaire, and the analysis was performed using AMOS to test the hypotheses Key findings indicate that organizational culture plays a significant role in both moderating and mediating the relationship between servant leadership and employee performance.
Figure 2.3.10 Research model of Mustafa Hatwan Rhima (2018)
Table 2.4 Summary of previous studies
No Name of paper Author (Year) Theories Independent variables
1 Serving followers and family? A trickle down model of how servant leadership shapes employee Work performance.
Mireia Las Hcrasb Yasin Rofcaninc
To shed light on a lack of empirical studies examining how and when servant leadership trickles down in organizations (Liden Ct al 2014) researchers integrated theory on prosociality at work (Bolino &
The study explores a trickle-down model where manager servant leadership impacts supervisor servant leadership, subsequently influencing employee prosocial motivation and work performance Additionally, the researchers extend their model by incorporating supervisor family motivation as a contingency factor in this mechanism.
Research indicates that servant leadership at the managerial level influences supervisors to adopt similar leadership styles, which enhances employees' prosocial motivation and overall work performance Additionally, the presence of high family motivation among supervisors mitigates this effect, leading to a reduced impact on employee performance This study highlights the dynamics of how servant leadership cascades down and its implications for improving employee work outcomes.
Authors use Leadership Servant Theory as a main background theory to analyze the relationships of Servant Leadership.
Reward, Organizational culture, and Employee's Performance Robbins (2005) defines leadership as the ability to influence a group towards the achievement
Research hypothesis
2.5.1 The impact of Servant leadership style (SLS) on Work performance (WP)
According to Van Dierendonck (2011), servant leadership emphasizes leaders prioritizing the needs of others over their own, fostering an environment where employees feel motivated and trusted This leadership style not only enhances employee enthusiasm but also encourages individuals to realize their full potential, ultimately leading to improved performance in the workplace.
Servant leadership significantly influences various behavioral outcomes, as noted by Eva et al (2018) Gaskova (2020) further emphasizes that improved servant leadership from supervisors enhances both in-role and extra-role work performance among subordinates Similarly, Hu & Liden (2011) and Walumbwa et al (2010) support the notion that servant leadership serves as a precursor to work performance, particularly in production and distribution companies.
Research by Liden et al (2008) indicates that the relationship between servant leadership and employees' in-role performance is influenced by various moderating variables Similarly, Jaramillo et al (2009) found that a salesperson's performance is not solely reliant on servant leadership; instead, it plays a partial role alongside other contributing factors Despite differing conclusions regarding the impact of servant leadership on employee work performance, all studies agree on a positive correlation Therefore, to explore the significant effects of servant leadership on work performance, the following hypothesis was proposed.
Hl: Servant leadership style has a positive and signilieant impact on Work performance of members of Clubs/Teams/Groups at UEH University.
2.5.2 The impact of Servant leadership style (SLS) on Service motivation (SM)
Social learning theory, as proposed by Bandura in 1978, suggests that individuals can learn not only through direct experience but also by observing the behaviors of others Leaders, due to their power and position, serve as role models for their subordinates and members, significantly influencing their behaviors When followers view their leaders as competent, reputable, and trustworthy, they are more likely to emulate their actions Consequently, leaders can foster positive behaviors within their organizations by exemplifying the conduct they wish their employees to adopt.
Schwarz, Newman, Cooper, and Eva (2016) highlight a positive connection between servant leadership and employee service motivation, suggesting that this relationship significantly influences employee work performance Additionally, when new members join a team or group, their initial inexperience and limited knowledge of assigned tasks can impact their integration and performance.
The sending leader serves as a mentor and role model for new members, motivating current members to engage more actively and contribute to the Club/Team/Group in a service-oriented way, ultimately enhancing the group's overall performance This leads to the hypothesis that effective leadership fosters increased participation and improved outcomes within the organization.
H2: Servant leadership style has a positive and significant impact on Service motivation of members of Clubs/Teams/Groups at UEH University.
2.5,3 The impact of Service motivation (SM) on Work performance (WP)
Research indicates that public sector officials motivated to serve the public exhibit higher levels of volunteerism, dedication, and work performance compared to their less motivated counterparts (Perry, 1996) Ritz et al (2016) found that service motivation positively influences various employee behaviors, including job satisfaction, commitment to the organization, and organizational citizenship behavior Furthermore, Mostafa et al (2015) highlighted that service motivation mediates the relationship between high-performance human resource practices and emotional commitment among staff Supporting this, Schwarz et al (2016) demonstrated that service motivation also mediates the relationship between servant leadership and employee job performance.
Thus, the above assumptions can be summed up into the hypothesis:
H3: Service motivation has a positive and significant impact on Work performance of members of Clubs/Teams/Groups at UEH University.
2.5.4 The impact of Servant leadership style (SLS) on Organizational culture (OC).
Servant leadership plays a crucial role in the preservation and development of organizational culture, as highlighted by Setyaningrum (2017) Research by Sabir et al (2011) indicates that leadership style significantly influences organizational culture, aligning with Hofstede's dimensions (1984) Additionally, the findings from Sahat Sihombing et al further support this connection.
Research indicates that servant leadership significantly influences organizational culture, promoting values such as service, innovation, professionalism, and cooperation Studies by Patterson (2003), Bass (2000), and Sabir et al (2011) confirm that leadership styles shape and evolve with organizational culture Furthermore, Muhtasom (2017) found that while servant leadership has a positive impact on organizational culture, its effectiveness is limited, particularly among managers in top hotels in Makassar This leads to the hypothesis that servant leadership techniques may not fully foster a robust organizational culture.
H4: Servant leadership style has a positive and significant impact on the Organizational culture of members of Clubs/Teams/Groups at UEH University.
2.5.5 The Impact of Organizational culture (OC) on Work performance (WP)
Numerous studies have established a strong positive correlation between organizational culture and employee performance Research by Widyaningrum (2011), Gupta (2011), Han and Verma (2012), and Chaterina and Intan (2012) supports this relationship, highlighting that a favorable organizational culture significantly enhances employee performance Bhatti (2012) conducted an empirical study confirming that organizational culture positively impacts employee effectiveness Furthermore, Muparrih and Santoso (2013) affirmed a direct relationship between these two factors Additional findings from Ojo (2009), Ahmad (2012), and Ehtesham et al (2011) further emphasize that organizational culture serves as a catalyst for improving employee performance.
According to Vita and Suwarto (2015), organizational culture and leadership style do not significantly influence performance Similarly, Aripin et al (2013) argue that organizational culture has no effect on performance, with work satisfaction serving as a mediating variable between both organizational culture and performance, as well as leadership style and performance Given this context, we propose the following hypothesis.
H5: Organizational culture has a positive and significant impact on Work performance of members of Clubs/Teams/Groups at UEH University.
2.5.6 The Impact of Servant leadership style (SLS) on Harmony of values (HOY)
Servant leadership enhances organizational commitment by fostering emotional trust among members (Miao et al., 2014) By implementing supportive behaviors that promote personal development and assigning tasks effectively, leaders can cultivate a trusting environment When members align their personal values with those of their Clubs, Teams, or Groups, they experience greater job satisfaction and are motivated to maintain strong relationships with both leaders and fellow members.
According to Shim, Park and Eom (2016), “Servant leadership has an indirect impact on organizational citizenship behavior through trust in leadership” On that basis, the authors hypothesizes the following research:
H6: Servant leadership style has a positive and significant impact on Harmony of values of members of Clubs/Teams/Groups at UEH University.
2.5.7 The Impact of Harmony of values (HOY) on Work performance (WP)
Effective leaders in clubs, teams, or groups foster positive relationships among members, resulting in trust and commitment to the organization This reciprocal dynamic enhances the overall quality of interactions and strengthens the bonds within the group, as noted by Park, Miao, and Kim (2015).
Organizational trust and commitment significantly mediate the positive relationship between leadership behavior and job performance in the public sector Effective leadership fosters trust, which in turn enhances work performance, while organizational commitment reinforces this connection, leading to improved job outcomes.
Achieving harmony of values within an organization fosters common goals that motivate members to pursue their individual objectives effectively High aspirations serve as a powerful energy source, enhancing awareness and strategic adaptability among members In Clubs, Teams, or Groups, individuals perform better when they possess clear goals, strategies, confidence, and commitment, leading to desired outcomes According to Masai and Vogel (2016), employees who perceive their leader’s use of performance information as supportive experience higher job satisfaction This insight suggests that similar dynamics apply to members within Clubs, Teams, or Groups, prompting the author to propose a related research hypothesis.
H7: Harmony of values has a positive and significant impact on Work performance of members of Clubs/Teams/Groups at UEH University.
Proposal research model
Research indicates that various factors significantly influence work performance within organizations, specifically in Clubs, Teams, and Groups at UEH University Building on the hypotheses presented in Section 2.5, the author introduces a research model comprising five key elements: "Servant Leadership Style," "Service Motivation," and "Organizational Culture."
“Harmony of values”, “Work performance”.
Chapter summary
In Chapter 2, the author defines key concepts pertinent to the research article and outlines the variables within the research model The chapter summarizes and compares related studies to elucidate the connections between Servant Leadership, Service Motivation, Organizational Culture, and Value Harmony, all of which influence the work performance of Club, Team, and Group members at UEH University Additionally, it proposes research models and hypotheses to further explore these relationships.
RESEARCH METHODOLOGY
Research process
This study encompasses both preliminary and official research phases The preliminary research employs qualitative and quantitative methods, while the official research relies solely on quantitative techniques Overall, our approach integrates both preliminary and official research to achieve comprehensive insights.
Qualitative research
Preliminary qualitative research aims to explore and develop key research factors while establishing a theoretical framework that is applicable to the practical context of Clubs, Teams, and Groups at UEFI University.
Based on Nguyen Dinh Tho’s (2013) research methods study, group discussion was proposed as an effective tool for refining and finalizing the measurement scale Previous studies had established and validated related scales, which we utilized to draft a scale for focus group discussions The research team engaged in discussions with members of Clubs, Teams, and Groups at UEH University to adjust observable variables across nearly all measurement items, ensuring alignment with the characteristics of the research subjects.
On October 10th, we conducted a group discussion with 10 members from various Clubs, Teams, and Groups at UEH University, comprising an equal mix of 5 males and 5 females, to explore the observable variables related to our research concepts.
In 2023, a study was conducted at the University of Economics Ho Chi Minh City, involving 10 interviewees who were active members of various Clubs, Teams, and Groups at UEH The participants included 2 members from Scorns, 2 from IBC, 2 from the VNXK Team, 2 from Margroup, and 2 from SSG, all selected randomly from their respective organizations.
The content of the discussion group is presented below:
This article introduces a comprehensive discussion on the key factors influencing work performance, including Servant Leadership Style, Service Motivation, Organizational Culture, and Harmony of Values It summarizes the research findings and presents proposed scales and observable variables that can be utilized in quantitative studies to further explore these concepts.
During the group discussions, we recorded participants' comments as they shared their views on each observable variable In instances of conflicting opinions, our team facilitated further discussions until a consensus was reached Ultimately, we summarized the feedback on the scales and observable variables, making necessary adjustments to the terminology, which was then incorporated into the official document (refer to Appendix I for a detailed outline of the discussion).
To enhance clarity and relevance for our research context, we have refined the terminology of certain observable variables Following our discussions, we established five scales to effectively measure the concepts within the research model, including a Servant Leadership Style scale comprising 10 items and a Service Motivation scale.
(6 items); Organizational culture (4 items); Harmony of values (3 items) and Work performance (4 items) The 5 original and adjusted scales will be shown in Table 3.2.2
Table 3.2.2 Original and adjusted measurement of concepts
Code Original scales Adjusted scales References
My department manager spends the time to form quality relationships with members.
My Club/Team/Group leader spends the time to form quality relationships with members.
My department manager's decisions arc influenced by department employee's input.
My Club/Team/Group leader listens to members' input before making decisions.
My department manager tries to reach consensus among department employees on important decisions.
My Club/Team/Group leader tries to reach consensus among members on important decisions.
My department manager makes the personal development of department employees a priority.
My Club/Team/Group leader makes the personal development of members a priority.
My department manager makes the personal development of department standards.
My Club/Team/Group leader holds members to high ethical standards.
My department manager does what she or he promises to do.
My Club/Team/Group leader does what she/he promises to do.
My department manager balances concern for day-to day details with projections for the future.
My Club/Team/Group leader balances concern for day-to day details with projections for the future.
My department manager displays wide-ranging knowledge and interests in
My Club/Team/Group leader displays wide-ranging knowledge and interests in finding solutions to work problems. finding solutions to work problems.
My department manager makes me feel like I work with him/her, not for him/her.
My Club/Team/Group leader makes me feel like I work with him/her, not for him/her.
My department manager works hard at finding ways to help others be the best they can be.
My Club/Team/Group leader works hard at finding ways to help others be the best they can be.
SMI I receive a fair bonus for every work measurement.
I receive a fair recognition for every work measurement.
Maarlje Paais and Jozef R. Patti ruhu (2020)
SM2 I believe there is attention to the career path of employees.
1 believe there is attention to a member’s development path.
I think the care given by the organization to family needs can be met.
I think the care given by the Club/Tcam/Group to career needs can be met.
I receive proper treatment in an organizational environment (friendship and relationship) between people in the organization is very good and professionally turned out.
1 receive proper treatment in the Club/Team/Group environment (friendship and relationship) between people in the Club/Team/Group is very good and professionally turned out.
Fair company rules in providing rewards and punishment.
Fair the Club/Tcam/Group rules in providing rewards and punishment.
There is regular training for internal organizations.
There is regular training for members of internal
Vision and mission of the company are always carried out well by the organization and obeyed by all company elements of the company.
The vision and mission of the Club/Team/Group are always carried out well and obeyed by all constituents within the c lub/Team/Group.
OC2 There is trust in the leadership I trust the leader of the c lub/Team/Group.
There is a fair, equitable and professional division of work.
The Club/Team/Group has a fair, equitable and professional division of work.
A conducive and homely work environment.
The working environment at the Club/Team/Group is conducive and comfortable like at home.
This organization provides valuable public services.
This Club/Team/Group provides valuable student services and activities.
Pandey, Davis, Pandey and Peng
I believe that the priorities of this organization arc relatively important.
1 believe that the priorities of this Club/Tcam/Group arc relatively important.
My personal values align with the values of this organization.
I feel my personal values align with the values of this c lub/Team/Group.
Work performance (WP) WPl I do my job very efficiently I do my job in
Club/Team/Group well and Heilman, very efficiently Block and
I complete the responsibilities specified in my job description.
I successfully completed the duties specified in my job description.
1 am capable and meet the performance requirements specified for my job.
I am capable and meet the performance requirements specified for my job.
(2015) WP4 I am always responsible and complete tasks on time.
1 am always responsible and complete tasks on time.
Sampling methodology
The questionnaire is the result of adopting the original scales For this research, our survey questionnaire consists of three parts:
There is a yes/no question to filter if the respondent is a research object of the study.
Comprising a wide range of questions related to the research The questions are rated on a 5-point Likert scale to measure the impact of Servant leadership style on
Work performance of members of Clubs/Tcams/Groups at ƯEH University through the mediating role of Service motivation, Organizational culture, Harmony of values.
The Likert scale ranges from strongly agree (1) to strongly disagree (5), as follows: 1 = “Totally disagree”; 2 = “Disagree”; 3 = “Neutral”; 4 = “Agree”; 5 “Strongly agree”
Recording the personal information of respondents, including gender, batch, nature of Clubs/Teams/Groups, time of participation (detailed questionnaire is in
According to Hair el al (2006), the minimum sample size is 50, but over 100 is considered the better sample size in order to achieve a good result Furthermore,
Bollen (1989) suggests that a minimum of five observables per variable is necessary, indicating that for our research with 27 variables, a sample size of at least 135 is required Additionally, Tabachnick & Fidell (2013) propose a formula for determining minimum sample size, stating that N must exceed 8p + 50, where p represents the number of independent variables With only one independent variable in our study, this calculation results in a minimum sample size of N = 58.
Therefore, our research group decided to choose a minimum total sample size of 250 members of Clubs/Teams/Groups at UEH University.
Our research is classified as qualitative, utilizing research data to describe and test our hypotheses We employ non-probability sampling, specifically convenience sampling, to gather data The survey is conducted online using Google Forms in Vietnamese and distributed through various online communication channels such as Facebook, Zalo, and Instagram.
We carry out a survey of members of Clubs/Teams/Groups at UEH University
A total of 279 valid survey responses were collected from members of Clubs, Teams, and Groups at UEH University The survey was conducted from October 10 to October 17, 2023, inviting participants to share their insights.
To encourage participation, valid survey respondents will provide a "lucky number" and, if necessary, their contact information at the end of the questionnaire After data collection, we will randomly choose one lucky respondent to win a wireless mouse "Valid survey respondents" are defined as those who correctly answer two randomly selected filtering questions among the quantitative questions (details in Appendix 2) These questions require respondents to select the correct number we recommend, ensuring they remain engaged and serious throughout the survey Any invalid responses will be discarded.
Data analysis
After being collected, data were cleaned, coded and analyzed The study uses
SPSS 20 and SmartPLS 4.0 software as statistical tools to answer the research questions raised in this study and research objectives envisaged in the current study.
The cleaned research data will be analyzed using SPSS 20 software, employing descriptive statistics to outline the fundamental characteristics of the dataset and to draw general conclusions about the survey participants.
3.4.2 Measurement model analysis hy SmartPLS 4
Cronbach's Alpha has several limitations, including its tendency to underestimate the reliability and internal consistency of a scale, as well as its sensitivity to the number of observed variables As a result, composite reliability serves as a valuable alternative measure for assessing the internal consistency of indicators within a scale (Netemeyer & Sharma, 2003; Hair Jr & Gudergan, 2017).
The standard for choosing a scale is when alpha reliability is greater than 0.6 (Nunally & Burnstein 1994; cited by Nguyen Dinh Tho & Nguyen Thi Mai Trang,
Composite reliability, similar to Cronbach's Alpha, should ideally range from 0.7 to 0.8 for effective usability; however, values of 0.6 or higher may be acceptable when exploring new research concepts or contexts (Nunnally, 1978; Peterson, 1994; Slater and Narver, 1995; cited by Hoang Trong & Chu Nguyen Mong Ngoc, 2005).
A composite reliability score below 0.6 signifies inadequate internal consistency and necessitates reevaluation (Hair et al., 2014) Additionally, observed variables with total correlations under 0.4 are deemed ineffective and should be removed The scale will be considered valid when the Alpha reliability coefficient exceeds 0.7.
3.4.3 Structural model analysis by SmartPLS 4
(1) Hypothesis testing of structural model
The SEM analysis method is essential for testing theoretical models and hypotheses, effectively bridging the gap between theory and data The SEM model testing confirms all hypothesized correlations within the proposed framework When the standardized coefficients are less than 1 and statistically significant (p < 0.05), it indicates that the measurement scales of the five concepts in the research model achieve theoretically relevant values.
(2) Check model estimates using the Bootstrap method
Bootstrap is a resampling method with replacement (with the initial sample serving as the crowd) Bootstrap is used in research to evaluate the reliability of model estimates.
The Bootstrap method involves repeated sampling N times to generate distinct samples from the original dataset By utilizing the compensated iteration technique, this approach allows for the calculation of the average estimated coefficient from the newly selected sample Additionally, it assesses the difference in average estimated coefficients between the original and bootstrap samples A smaller absolute difference, along with statistical insignificance, indicates a better model fit, suggesting that the model's performance remains consistent across both the original and bootstrap samples.
3.4.4 TAest and ANOVA test by SPSS 20
The T-test and ANOVA generate test statistics, "t" and "F," which are then transformed into p-values A p-value indicates the likelihood that the null hypothesis—suggesting that all populations are identical—is accurate A lower p-value signifies a more significant difference among populations, with biomarkers exhibiting notable differences between sample populations having p-values less than 0.05.
Chapter 3 discusses the research methodology as well as describes how the research process was carried out From there, it provides a basis for building a scale and an overview of the sampling formula.