A Study on Determining the Employee Performance in Servant Leadership Style in the Banking Sector
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Abstract
Servant leadership is a well-established idea; the word was first used in 1970 by Robert K. Greenleaf in his
article "The Servant as Leader," which was published in Harvard Business Review. "The servant leader is
first and foremost a servant," Greenleaf said. Greenleaf felt that institutions, rather than merely people, could
be servant leaders as well as servants. Servant leadership culture is becoming more popular among top-ranking
corporations throughout the globe, as they recognize the pragmatic effect it has on both leaders and followers.
The rise of servant leaders has flipped the power hierarchy in the banking sector on its head. Serving their
followers, the servant leader has evolved into a leader who is accountable for guiding the firm. The impact of
servant leadership and its impact on organizational effectiveness, there has been little research into the
relationship between servant leadership and employee performance. There has also been little research into
how to determine employee performance through moderating. Employee performance is influenced by factors
such as the workplace environment, leadership, career development programs, and incentive systems, as well
as training skills and new talents to meet the current and future needs of the firm. Employee engagement, as
well as employee performance, is a significant component in determining employee performance. It is
possible to evaluate employee performance in terms of the organization's current and future needs and
requirements.
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Article Details
Employee Performance, Servant Leadership, Banking Sector
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