The Effect of Servant Leadership on Employees during Organizational Technological Change in Family and Non-Family Business

Abstract

The purpose of this paper is to propose and empirically test a conceptual framework for Servant Leadership that ensures employee championing behavior during organizational change for family and non-family business organizations in Pakistan. Using convenience sampling data was collated from 139 family and non-family business who have gone through a technological change process. Smart PLS 3.0 was used to analyze the data. This paper empirically proved that servant leadership enhances the championing behavior of the employees. In addition, valence and work engagement acted as potential mediators between servant leadership and championing behavior. This paper provides new insights for business leaders to understand the importance of valance during organizational change. It is highly recommended that family and non-family firms equally need to enhance valance for engaging the workers in successful change process. Furthermore, servant leadership must be practiced in family and non-family firms with rigor as it catalyzes the change process.