Hamdi Harmen, Zainal Putra, Hanudin Amin, Said Achmad Kabiru Rafiie, Muhammad Rahmat Hidayat, Rusdi Rusdi
Purpose – This study aims to examine the effectiveness of organizational climate (OC) and organizational citizenship behavior (OCB) constructs as mediators in the relationship between servant leadership (SL) and civil servants’ performance (CSP). Design/methodology/approach – The authors distributed paper-based questionnaires directly to civil servants working in sub-district offices across several districts in Aceh Province, Indonesia. A multi-stage random sampling technique was applied, yielding 210 usable questionnaires for further analysis. Data were analyzed using partial least squares structural equation modelling with SmartPLS software. Findings – The results indicate that SL has a positive relationship with OC; OC positively influences OCB; OCB positively impacts CSP; and OC and OCB serve as significant mediators, both partially and as a double mediator. Research limitations/implications – This study was limited to Aceh Province, Indonesia, geographically as well as the homogeneity of the respondents involved. Practical implications – This study breeds new insights into variables determining CSP under the lens of SL. Social implications – The study offers significant social implications by highlighting how SL enhances CSP, fostering a work culture centered on service, empathy and collaboration. This leadership approach can improve public service delivery, strengthen trust between government institutions and citizens and promote employee well-being. Furthermore, by addressing the mediating roles of OC and OCB, the findings underscore the importance of supportive environments in achieving effective governance. These insights can inform policies and training programs to cultivate leadership styles that positively impact societal development, enhancing the overall quality of life in communities served by civil servants. Originality/value – This study demonstrates that OC and OCB function as both partial and double mediators, falling into the category of complementary mediation. © 2025 Emerald Publishing Limited
Department of Management, Faculty of Economics and Business, Universitas Syiah Kuala, Banda Aceh, Indonesia; Department of Management, Faculty of Economics and Business, Universitas Teuku Umar, Meulaboh, Indonesia; Labuan Faculty of International Finance, Universiti Malaysia Sabah, Sabah, Malaysia; Department of Management, Faculty of Economics and Business, Universitas Teuku Umar, Meulaboh, Indonesia
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