Examining the Impact of Servant Leadership on Employee Agility and Organizational Performance: An Empirical Study in the Software Industry

Abstract

In the swiftly evolving software industry, effective leadership assumes a pivotal role in shaping organizational frameworks. This empirical investigation delves into the interconnectedness among servant leadership, employee agility, and organizational performance within software houses. Utilizing data collected from employees in Lahore, Pakistan-based software houses, the research employs Partial Least Squares Structural Equation Modeling (PLS SEM) for analysis. Results underscore the pivotal role of servant leadership in propelling employee agility, thereby influencing organizational performance. Notably, the study reveals that servant leadership principles cultivate a supportive workplace, elevating employee engagement and commitment. Furthermore, the research accentuates employee agility as a pivotal intermediary linking servant leadership to organizational performance, highlighting its instrumental role in navigating the dynamic software landscape. These findings offer substantial implications for leadership strategies seeking to foster a unified, adaptable workforce and augment organizational efficacy within the software domain. By contributing insights to leadership and agility literature, this study provides actionable guidance for organizational leaders striving to optimize performance outcomes amid the ever-evolving software industry.

Keywords: Servant Leadership, Employee Agility, Organization Performance, Software Houses