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The Influence of Servant Leadership and Employee Innovative Performance: The Role of Competence and Public Service Innovation

In: Proceedings of the 1st International Conference on Business, Economic, and Social Sustainability (ICOBES 2025)

Author

Listed:
  • Nur Almuna

    (Universitas Sarjanawiyata Tamansiswa)

Abstract

This study aims to analyze the influence of Servant Leadership on employee innovative performance, employee competence, and public service innovation at the Yogyakarta City Ministry of Religious Affairs Office. It also examines the role of employee competence and public service innovation as mediating variables. The study used a quantitative approach with inferential data analysis to examine the direct and indirect relationships between the variables. The results indicate that Servant Leadership has a positive and significant effect on employee innovative performance, employee competence, and public service innovation. Furthermore, employee innovative performance has been shown to have a significant positive effect on public service innovation and improved employee competence. Further findings indicate that employee competence acts as a significant mediator in the relationship between Servant Leadership and innovative performance, while public service innovation acts as a partial mediator in the same relationship. Overall, this study confirms that the implementation of Servant Leadership can strengthen competence, enhance public service innovation, and encourage employee innovative performance.

Suggested Citation

  • Nur Almuna, 2026. "The Influence of Servant Leadership and Employee Innovative Performance: The Role of Competence and Public Service Innovation," Advances in Economics, Business and Management Research, in: Syamsul Hadi & Riskin Hidayat & Ambar Lukitaningsih & Ong Lin Dar & Taufik Abd Hakim (ed.), Proceedings of the 1st International Conference on Business, Economic, and Social Sustainability (ICOBES 2025), pages 886-893, Springer.
    • Handle: RePEc:spr:advbcp:978-94-6239-626-5_65
    DOI: 10.2991/978-94-6239-626-5_65
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