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1. iii
ABSTRACT
The study was conducted to check the effect of leadership on employee innovative behavior. The
objectives of the study were to examine the relationship between servant and ethical leadership and
employee innovative behavior, to confirm whether knowledge sharing mediates the relationship of
servant and ethical leadership with employee innovative behavior to know whether organizational
identification moderates the link between the servant and ethical leadership with employee innovative
behavior
The study was conducted in the banking sector of Pakistan. The banks working in Peshawar were
included in the study unit and the employees working in these banks in the district of Peshawar were
taken as the study population. There are a total of 1899 branches of all private banks in Khyber
Pakhtunkhwa. Thus, the total population is 15196 employees working in the banking sector of Khyber
Pakhtunkhwa. The current research was planned to select a sample of 500 employees working in the
banking sector located in Peshawar city. Total 2856 employees are working in the banking sector in
Peshawar city. This research used a non-probability sampling technique namely purposive sampling as to
better investigate the phenomenon. The study included a structured questionnaire and was based on five
points Likert scale (Strongly disagree to strongly agree). The data in the present study were collected
from the sample respondents by using a structured questionnaire which was based on a five-point Likert
scale. The adopted scale has been taken from the literature and this has been used by the previous studies,
so no issue of validity and reliability has been found in the process of data analysis. A correlation analysis
was applied to determine the degree of association between the variables. Mediation and moderation
analyses were performed using the PROCESS macro developed by Preacher and Hayes (2013) in SPSS.
The statistics in the table have included the values of alpha for the variable and all the variables are more
than 70 which concluded that the included variables were found reliable. The results suggested that
ethical leadership, servant leadership, knowledge sharing, organization identification, and innovative
behavior have shown positive and significant correlations with each other. The result has confirmed that
servant leadership is having a positive and significant relationship with knowledge sharing. Servant

2. iv
leadership has shown a positive and significant correlation with innovative behavior. The findings test
showed that the values of the variables have been found in the standard range and confirmed that the
variables in the study have no issue of multicollinearity. The findings test showed that the values of the
test have been found in the standard range and confirmed that the test shows no issue of
heteroskedasticity. The final output of the R-square in the table showed that ethical leadership and servant
leadership have explained a 57 percent variance in knowledge sharing. The f-value has confirmed the
significantly higher value which confirms that the selected model has been found significant. The results
exhibit that the 54 percent direct effect has been seen of X on Y. This direct effect has been found
significant as the t-value and the p-value were found significant.
Demonstrate servant leadership through your own words and actions, and encourage those around you to
do the same. Empower your team to take initiative and develop innovative solutions to problems. Support
risk-taking and experimentation, even when it may not yield the desired results. Celebrate successes and
learn from failures. Servant leadership encourages banks to provide financial services that benefit their
customers and create long-term relationships with them. It also encourages banks to be transparent and
accountable in their practices and to treat their customers with respect. Furteher move this study will has a
significant positive influence on innovation behavior.
Key words: Innovative Behavior, Servant and Ethical leadership, Knowledge Sharing, Organizational
Identification.

3. 1
CHAPTER 1
INTRODUCTION
1.1 Background of the Study
The contemporary economic climate is primarily driven by developments in technology,
globalization, and the intensity of competition; as a result, innovation has emerged as a
critical option for businesses to enhance the performance of the company and to attain
sustained competitive advantage (Tian et al., 2018; Le & Lei, 2019). The capacity of an
organization to innovate is one of the most important factors determining whether or not
it will be successful in an industry that is undergoing fast transformation. Innovation
helps businesses to be more adaptable, both in terms of their structure and their methods
(Yang et al., 2018).
Businesses can better satisfy the necessities of their clients, remain in front of the rivalry,
equal their potency with marketplace potential, and capitalize on those chances thanks to
innovation (Rujirawanich et al., 2011). The novelty will carry on to engage in recreation
a critical part/role in competitiveness not only at the national level but at the business
level as well for the foreseeable future since it is a vital driver of economic progress
(Hogan & Coote, 2014). On the other hand, majority of businesses in developing and
emerging nations are small and medium in size and therefore, have little cash and
resources for innovation (Geldes et al., 2017).
Because of this circumstance, both academics and businesspeople in these countries are
becoming more interested in the quest for practical solutions that will increase the
innovative capacity of local companies (Shyu & Chiu, 2002). Leadership, as well as
knowledge, are two resources that, among the many various antecedents that impact

4. 2
innovation, stand out as particularly important in terms of strengthening certain
characteristics of innovation. Knowledge-sharing (KS) practices that are successful make
it possible for businesses to increase their knowledge capital, as well as to use and
transform all the given/available resources into proactive competencies such as
innovation (Darroch, 2005; Le & Lei, 2019).
In terms of leadership, previous research has exhibited leaders can affect innovation
either directly as a result of the comprehensive impacts they have on the entire firm's
operations or indirectly by cultivating a favorable environment for knowledge sharing
(KS) and stimulating the inventiveness of employees for innovation (Jia et al.,
2018). The moral environment that is fostered inside an organization may be directly
attributed to its leaders, who play a pivotal role in maintaining its long-term viability by
fostering a robust collective culture. Leaders' ethical conduct also plays a significant part
in this (Oumlil & Balloun, 2017).
According to the findings of previous research, EL acts as an important precursor to a
wide variety of organizational outcomes, including commitment, employee happiness,
customer orientation, OCB, firm working culture, and creative output (Javed et al., 2017).
The researchers put in a lot of work to appreciate the connection between EL and the
creative and innovative behavior of employees, but they have paid relatively little
attention to how EL might affect an organization's capacity for innovation and specific
characteristics of innovation (Shafique et al., 2019).

5. 3
1.1.2 Leadership Styles and their Impact on Innovations
In a business climate that is continuously shifting, companies are always looking for new
methods to innovate. This is because innovation is essential to attaining organizational
performance as well as acquiring and maintaining a competitive advantage (e.g. Shin,
Yuan & Zhou 2017). Because employees are the ones who come up with new ideas and
put them into action, companies put a lot of effort into developing their workers'
inventive capacities so that the potential may be maximized (Pieterse et al., 2010). One
notable trend in this regard is the growing interest in studies about the mobilization of a
style of leadership known as servant leadership. This style of leadership is especially
dedicated to the requirements and development of workers for instance. Eva et al., 2019).
Despite these encouraging results, very little research has been done to investigate the
underlying cognitive processes that are responsible for servant leadership stimulating
creative behavior in employees (Eva et al., 2019). Previous research has looked at how
servant leadership might affect employee creativity by fostering a culture of service
(Liden et al., 2014) and by encouraging entity relational recognition and communal
proto-typicality with managers (Yoshida et al., 2014).
Innovation in relation to creating, on the other hand, are two entirely independent
concepts, each of which originates from a unique set of circumstances and results in a
unique set of products (Hughes et al., 2018). The combined procedure of inventive
behavior requires a great deal more diversified and densely packed individual inputs,
which demonstrates that the company’s innovativeness is of more relevance than its
originality (Chiniara & Bentein 2016).
Therefore, it is vital to do empirical research on the underlying cognitive processes that
are responsible for the creative behavior of employees when servant leadership is present

6. 4
(Panaccio et al., 2015). To answer this vital topic, we approach it from a social cognitive
point of view in our investigation.
According to the social cognitive theory, through an evolving and mutually beneficial
interaction, development happens in an interactive environment. between the individual,
their environment, and their behaviors (Bandura 1986). Any conduct on the part of a
leader in an organization may be seen as an external factor that has a positive impact on
how employees behave in that company (Carmeli, Gelbard & Reiter-Palmon 2013).
Knowledge obtained from other sources, as opposed to one's current knowledge
(Woodman et al., 1993), has the potential to considerably inspire one to deviate from
one's customary thoughts. Conversely, the sharing of information among workers is not a
process that occurs automatically, and the direct manager has the opportunity to have a
significant amount of control over the level to which knowledge is shared (Carmeli et al.,
2013).
Workers are more willing to give back and impart their expertise and knowledge to
colleagues if they are shown how to serve others by a servant leader, who sets the
example of serving others (Liden et al., 2014). As a result servant leadership has the
potential to provoke creative behavior from employees via the sharing of employee
expertise.
According to the social cognitive theory, the internal cognitive variables of workers
might also play a role in modifying the relevance of this indirect channel. The study
contends that organizational identification of employees and educational objectives both
have the potential to function as inner cognitive factors (Wang, Kwan & Zhou 2017) that
impact the connection between SL and creative conduct on the part of workers. The term

7. 5
"organizational identification" refers to the tendency of workers to see themselves as part
of the organization in which they are employed (Elsbach 2004).
People who have a strong sense of organizational identification are additionally probable
to have a strapping psychological connection to the work they do and to actively seek out
knowledge that will help them develop more positive self-concepts. To control the
connection between SL and worker knowledge-sharing, a boundary condition called
employee organizational identification has been established (Lee, Park & Koo 2015).
Drawing from social cognitive theory and internal cognitive elements of employees can
similarly change the meaning of this intermediate process (Wang, Kwan, & Zhou, 2017).
We believe that both the organizational identification of employees, and seeking are
focused to serve as an internal cognitive factor affecting the relationship among the
employee, manager, and employee innovation behavior. The meaning of organizational
identification is the tendency of an employee in concern to know and recognize the
organization (Elsbach, 2004). People with a great level of organizational identity are
more expected to be psychologically, related to their work, and are intensively searching
for data to help them improve their self-esteem. So, the OI of the employees will be
introduced as a pre-condition to facilitate communication between staff, management,
and staff from the transmission of knowledge (Lee, Park, & Koo, 2015).
Targeted learning refers to a unit of the competencies to be developed, with a stress on
the learning of innovative expertise (Seijts et al., 2004). Personnel with intensive
learning, and objective orientation be likely to position a superior value on internal
knowledge and performing complex tasks. It is more probable that perceive problems as
challenges, they can be nimble in the capture of several shards of knowledge to deal with
problems and ultimately attain breakthroughs through means of innovation. Therefore,

8. 6
we believe that the focus on learning outcomes facilitates knowledge-sharing's impact on
staff innovation behavior (Huang & Luthans 2015). So, we suggest a fine structure of the
basic route of the mechanisms and boundary conditions of the communications
association between the management of employees ' innovative behavior of employees,
and the exchange of knowledge among employees.
The term "learning goal orientation" refers to the desire of a person to improve their level
of capability, with stress placed on the acquisition of new abilities (Seijts et al., 2004).
Workers that have a strong focus on achieving their learning goals are more likely to put
a high intrinsic value on education and seek out difficult work (e.g. Huang & Luthans
2015). The employees are further inclined to see obstacles as breaks, and they can
quickly acquire numerous kinds of information to overcome challenges and finally make
breakthroughs via creativity.
As a result, we argue that an orientation toward learning goals might help to mitigate the
influence of knowledge-sharing on the creative behavior of workers. As a result, to show
the fundamental process and threshold constraints of the relationship between servant
leadership and worker creative behavior, we created a fine-grained model. This
framework included the mediator variable knowledge-sharing, OI as a moderator at
different stages, and being a moderator while learning goal orientation.
1.2 Problem Statement
The concept of servant leadership was introduced in the twentieth century by Leaf
(1977). The leader first serves their followers and then leads their followers term of
servant leadership. Similarly, ethical leadership was also introduced in the near past after
massive moral and financial corruption in renowned big organizations. Innovation is the

9. 7
lifeblood of every organization. The survival of an organization depends on the creativity
and innovation offered by organizations.
The relationship between servant leadership and employees' innovative behavior was
checked by past researchers e.g., Zhu & Zhang, (2019) in the context of Chinese
organizations. They recommended checking their relationship in other contexts. Further,
they also recommended that it would be interesting to check the link between ethical
leadership and its impact on employee innovative behavior (Iqbal et al, 2020; Su et al.,
2020). Thus, to bridge this gap, the current research theoretically contributes by linking
ethical and servant leadership with employee innovative behavior (Wen et al., 2021).
1.2.1 Reserch Gap
Furthermore, this research study also tests the intervening mechanism by adding
knowledge sharing to the model which may balance and negotiate the relationship
between servant and leadership on sound ethical grounds with employee inovative
behavior. Further, this study checks the moderation effect of organizational identification
on the link of servant leadership, ethical leadership, knowledge sharing and innovative
behavior which are silent in past reserch studies. This research will also adds
methodological contribution by using a time-lag research design by collecting data at
three points in time that may overcome common method bias
1.3 Research Questions
1. Does Servant leadership impact employee innovative behavior?
2. Does Ethical leadership impact employee innovative behavior?
3. Whether knowledge sharing balances/ negotiates/mediates the link between the servant
and ethical leadership with employee innovative behavior?

10. 8
4. Whether organizational identification moderates the relationship between servant and
ethical leadership with knowledge sharing?
5. Whether learning goal orientations moderate the relationship between knowledge
sharing and employee innovative behavior?
1.4 Research Objectives
1. To examine the relationship between servant leadership and employee innovative
behavior.
2. To examine the relationship between ethical leadership and employee innovative
behavior.
3. To findout whether knowledge sharing mediates the relationship of servant and ethical
leadership with employee innovative behavior
4. To investigate whether organizational identification moderates the link between
servant and ethical leadership with employee innovative behavior
5. To investigate whether learning goal orientations moderate the relationship between
knowledge sharing and employee innovative behavior
1.5 Significance of the Study
This study will contribute to the existing body of knowledge in several ways. First, the
study provides a link between servant leadership and ethical leadership with employee
innovative behavior. Second, the study introduces the intervening mechanism by
introducing knowledge sharing as a possible intervening variable in the link between the
servant and ethical leadership with innovative behavior. Third, the study also checks the
moderation effect of organizational identification on the link between servants and ethical
leadership with knowledge sharing. Fourth, this study methodologically contributes by

11. 9
taking a time-lag research design by collecting data at three different points from the
same respondents. Lastly, this study will help the researchers, academicians, and
practitioners about the study variables.
1.6 Study Contribution
The fundamental aim/purpose of this study is to contributing to the theory of leadership,
presenting an integrated framework for demonstrating how servant and ethical leadership
create the circumstances that encourage creative conduct on the part of employees. The
research has made a significant contribution to the policy-making process for the business
in terms of encouraging workers to participate in creative behavior via the use of ethical
and servant leadership styles. In addition, the research shed light on the significant roles
that organizational identification, sharing knowledge, and goal based learning
orientations play in the creative behaviors of workers.
1.7 Organization of the Study
Chapter 1
The general introduction, the relevance of the research, questions to be addressed in the
study, aims to be reached in the study, the addition of the study to the existing body of
literature, and the limits of the investigation were all covered in the first chapter.
Chapter 2
Chapter 2 In addition to this, the knowledge has been improved, and it now incorporates
other sources, such as books, articles, websites, and so on, that are utilized for review.
Chapter 3
The description of the technique used in this research is tied to the third chapter, which
may be found below. It also contained a talk on the nature of the work, the framework

12. 10
that was utilized in the present research, the instrument that was included in the study for
data collection, the general method for the collection of data, and the tools which are used
for data analysis.
Chapter 4
The analysis of the data, the presentation of the findings in tables, and a discussion of the
overall results were included in the fourth chapter.
Chapter 5
In the fifth chapter, we draw a conclusion about the whole piece of work, provide some
suggestions that are based on the results, and outline some future study directions for
further work to be done in the same general area.

13. 11
CHAPTER 2
LITERATURE REVIEW
2.1 Servant Leadership
According to Greenleaf Robert (1977) servant leadership is an approach to life that
commences with the "natural sensation one would like to serve first" and then strives to
lead. It is not a managerial method. According to Hale et al., (Hale & Fields, 2007),
servant leadership is "a conception and practice of leadership which prioritizes the benefit
of those served over the own interests of the leader, emphasizing leader behaviors which
concentrate on followers development, and minimizing exaltation of the leader".
According to Hoch et al., (2018), servant leadership is a style of management that
emphasizes "service" and prioritizes meeting the requirements of people. Additionally,
they can have an impact on their employees' behavior and sense of duty by helping those
(Bauer et al., 2019). Servant leaders can pass on their qualities of "service" to staff
members and help them develop into care-oriented workers by offering them mentors, the
required advice, and education (Lemoine et al., 2019).
Additionally, Eva et al.,'s (2018) meta-analysis of the body of research demonstrates that
servant leadership may successfully encourage workers to engage in good behaviors such
as organizational citizenship, innovation, assisting, and voice behavior. Because of this,
we contend that servant leadership is going to have a highly favorable effect on workers'
service-oriented behavior. There could be a more complicated evolutionary procedure in
addition to the direct impact of servant leadership on workers' service creative behavior.
Our study, which incorporates intrinsic motivation into the impact process following the

14. 12
cognitive evaluation theory, argues that servant leadership initially impacts workers'
intrinsic motivation before affecting their service creative behavior.
According to Bande et al., (2016), servant leadership may have a favorable impact on
employees' intrinsic motivation. Additionally, it has long been believed that an
employee's intrinsic drive plays a significant role in determining how inventive they are
(Devloo et al., 2015). Additionally, individuals that are highly intrinsically motivated
have a great desire to pay attention to and address the demands of customers as well as
actively research and develop new, efficient ways to handle issues (Woolley & Fishbach,
2018), thus they will demonstrate more service-oriented innovation. Therefore, we
suggest that the impact of servant leadership on workers' service-innovative behavior
might be moderated by their intrinsic motivation. We also investigate the part that
workers' affiliation with servant leadership plays in determining the impact of servant
leadership in fostering their intrinsic drive and therefore favorably affecting their service-
oriented behavior.
The degree that a leader is conceptualized in a worker's relational self is known as
affiliation with the leader, a particular type of social identity that occurs in an
organizational environment (Sluss et al., 2012). Prior research both theoretical and
empirical has shown that staff members who identify strongly with their leaders are more
receptive to the leaders' demands (Blunden et al., 2019); they are also more likely to
mimic and pick up on their leaders' opinions and behaviors (Li & Sun, 2015).
Accordingly, we imagine that the impacts of servant leadership on workers' intrinsic
drive as well as service innovativeness will be amplified by their affiliation with the
leader.

15. 13
2.2 Ethical Leadership
One component of the whole leadership construct, which primarily pertains to vision,
encouragement, and motivating behavior, is ethical leadership. According to Brown et al.
(2005), EL is the promotion of this behavior to colleagues using interpersonal interaction,
assistance, and making choices. This definition is part of a broad and widely used
understanding of EL, as well as demonstrating suitable behaviors personally and in
dynamic relationships. By emphasizing two fundamental facets of EL, a moral leader
and a moral individual proposed that EL must:
(i) grow role models by exemplifying ethical carry out in an ethically suitable method;
(ii) give employees a voice and systematically immediately procedure rather than simply
attracting focus on ethical practices by explicitly discussing them, (iii) establish and
uphold moral norms by rewarding good behavior and punishing bad behavior (Gini,
1998); and (iv) make moral judgments while taking into account the potential
repercussions (Burns, 1978; Bass & Avolio, 2000).
The characteristics of people's direction, credibility, justice, transparency,
encouragement, collective inspiration, respect for one another, clear vision, fair
treatment, harmonious decision-making, and kindness distinguish ethical leadership from
other leadership styles (Brown & Trevino, 2006). According to studies, The mindsets
and behaviors of admirers, such as loyalty to the organization, work satisfaction,
organizational citizenship behavior, organizational identity, performance at work, and
voice behavior, are significantly influenced by ethical leadership (Wang et al., 2015; et
al., 2017). However, Dhar's (2016) research is among the few that specifically looked at
how ethical leadership affects creative work behavior.

16. 14
The topic of ethical leadership has recently drawn a lot of interest from management
academics and practitioners. Recent corporate ethical crises and growing demand for
organizational efficiency are the two main causes of the increased emphasis on ethical
leadership (Khokhar & Zia-ur-Rehman, 2017). First, previous scandals of fraud that
caused once-respected companies to go bankrupt (like Lehman Brothers and Enron) were
partly caused by unethical behavior on the part of executives. These scandals hurt the
companies and eroded stakeholders' faith in those same leaders. More specifically, a
leader's immoral actions had astonishing financial, societal, and human implications.
When discussing the collapse of Enron, Edelman, and Nicholson (2011) pointed out that
it resulted in investment losses, decreased consumer trust, resulted in a large number of
people losing their jobs, prompted severe government restrictions, and harmed the
financial sector.
Organizations needed to investigate, comprehend, and promote ethical leadership to
restore public confidence generally and to stay out of legal trouble specifically in light of
the consequences of unethical behavior. Second, the fierce competition for assets and the
increasing pressure for effectiveness and cost-cutting have brought attention to the need
for EL practices. Since encouraging both in-role and out-of-role behaviors among
employees is crucial for maximizing organizational performance, effective leadership is
vital (Carmeli et al., 2013). The current management literature on ethical leadership is
concentrated on (2) problems associated with the application of ethical leadership
practices and (3) the role of EL in influencing organizational and individual results.
Although EL has received a lot of attention, several areas still need further research
(Mehmood, 2016).

17. 15
Previous research mostly focused on the effects of ethical leadership on the moral as
well as the motivating aspects of subordinates' actions. According to Mayer et al., (2009),
for instance, employee perceptions of EL are associated with lower organizational
deviation. In contrast, there is a paucity of literature on the motivating function of EL in
defining worker behavior and attitudes essential for an association's successful endurance
in an environment that is becoming more dynamic and complicated. In particular, ethical
leadership's function in promoting employee non-role activities that are essential for
operational effectiveness must be emphasized. Innovative work behavior is one extra-role
employee behavior that has attracted the notice of academics and has been suggested to
support long-term managerial endurance (Mehmood, 2016).
Regarding businesses in the public sector, it is crucial to examine how ethical leadership
affects employee extra-role behaviors. Since finding efficient means to accomplish
organizational goals is a huge challenge for government organizations as well. The
operational environment for government organizations has also grown more complicated,
interrelated, and dynamic. Employees are obliged to do duties relating to their jobs in
these situations, in addition to going above and beyond the requirements of their official
jobs by acting in civically responsible and other extra-role roles. There aren't many
studies that have looked at how employee extra-role behaviors and ethical leadership
relate to government organizations. Scholars researched ethical leadership among state
agency employees as a predicate of employee voice behavior.
2.3 Innovative Behavior
"All employee behavior directed at the generation, introduction and/or application (within
a role, group or organization) of ideas, processes, products or procedures, new to the

18. 16
relevant unit of adoption that supposedly significantly benefits the relevant unit of
adoption" is how EIWB was first defined by West and Farr. EIWB was described by
Janssen (Janssen, 2000) in the same manner as West and Farr: "the intentional creation,
introduction, and application of new ideas within a work role, group, or organization, to
benefit role performance, the group, or the organization." Idea genesis, idea promotion,
and idea realization are the three distinct steps that Janssen distinguished. To achieve
organizational success, businesses should encourage staff creativity (Axtell, Holman, &
Wall, 2006).
Organizations must rely on their workers to provide their procedures, techniques, and
operations if they want to innovate and be successful in doing so. This is accomplished
through encouraging creative behavior among employees. Innovative behavior differs
from creativity in that it aims to improve the organization in some way. The stage of
concept realization is the only one where creativity is used and required. An employee's
ability to think creatively and come up with original ideas or enhancements to popular
services, goods, or procedures is known as idea generation (Amabile, 1988).
Promotion of ideas is required to acquire the approval of the appropriate decision-making
authorities for innovative ideas that frequently defy convention, can be expensive, and
present unwelcome risks. So, to achieve creative ideas, highly devoted individuals in
positions of influence are required (Howell, Shea, & Higgins, 2005). In order for
everyone to perceive innovation, idea realization also entails translating thoughts into
practical goods, procedures, or services. EIWB is the fundamental building block for
increased organizational performance, making it extremely justifiable to investigate all
the variables that support or encourage such employee behaviors (Scott & Bruce, 1994).

19. 17
In a broader sense, De Jong and Den Hartog (2008) defined creative work behavior as
including opportunity research, idea generating, concept advocating, and idea execution.
This complicated behavior is demonstrated through developing, disseminating, and
implementing fresh concepts to enhance organizational performance (Janssen, 2000,
2005). While an individual may participate in one or more activities at once, these three
activities take place in a certain order (Scott & Bruce, 1994).
According to Van der Vegt and Janssen (2003), when someone has a novel idea, they
should try to get others to support it and put it into practice in order to complete the
innovation process. Because creativity only involves the production of ideas, creative
work behavior differs from creativity because it also involves the promotion and
execution of ideas. Creativity only involves the generation of ideas. Organizations are
making more and more efforts to support workers' creative work practices in order to
thrive in today's dynamic and tumultuous environment.
2.4 Knowledge Sharing
In order to effectively manage human resources in the government information sharing is
essential (Kim & Lee, 2006). Knowledge particularly that acquired via partner
involvement is a lever for long-term public service improvement. In the Vietnamese
culture, where the employment of public workers has partially been dependent on
"guanxi" (relations), the allocation of information for improved public service is vital
(Van Kien, 2015). Sharing of information can be used as an additional strategy to close
the knowledge gap among these governmental servants.
The relationship between servant leadership and knowledge sharing through PSM may
also be further triggered and catalyzed by organizational stockholder-directed factors.

20. 18
Corporate social responsibility (CSR), that reflects the company's view of its constituents,
may encourage PSM for sharing information along with acting as a stockholder-directed
impetus for servant leadership (Van Dierendonck, 2011). Public employees are even
more motivated to copy their servant leaders' serving behaviors in time of believing that
their firm is a socially responsible business (Liden et al., 2014) by sharing information
rather than hoarding it for future benefit.
The study has two objectives. The major goal of the study is to evaluate PSM's mediation
task in the association between knowledge sharing and SL. Examining how CSR
contributes to favorably moderating the impact of SL on the mediator "PSM" is the
second study goal. In order to further the understanding of knowledge management, this
study examines how SL influences KS as well as the personal and executive apparatus
(such as PSM and CSR) that underlie the given relationship in the environ of public
sector organizations in Vietnam. Previous studies on the topic have been inclined to
emphasize transformative leadership as a prerequisite for KS through the mediation
instrument of trust (Shih et al., 2012) or promise (Liu & Phillips, 2011).
However, little is known about how servant leadership encourages knowledge sharing.
Leaders must strive for a strong focus on providing service to consumers in their position
of leadership, particularly workers and people, this connection is especially important. In
addition, PSM's attitude towards citizens, which already represents the government
officials' dedication and faith in them, should be included when evaluating the mediation
function of PSM rather than trust or commitment. Vietnam can also offer a rich
environment for this study paradigm due to the vital role that knowledge plays in the

21. 19
value chain in Vietnamese public organizations, even for low-quality human resources
(Van Kien, 2015).
Organizations place a high focus on employee well-being, making ethical and
compassionate leadership, such as SL, essential (Van Dierendonck, 2011). The notion of
repair in the leader-follower connection is emphasized by servant leadership. Leaders
who are driven by a desire to help others exhibit servant leadership. Hale and Fields'
definition of servant leadership in 2007 (p. 397; emphasis added) echoes this idea: "an
understanding and practice of leadership that places the good of those led over the self-
interest of the leader, emphasizing leader behaviors that focus on follower development,
and de-emphasizing glorification of the leader" Thus, servant leaders exhibit their moral
obligation to the success of the company as well as that of its stakeholders, particularly
the workers and clients (Ehrhart, 2004).
According to Van Dierendonck (2011), servant leadership is characterized by giving
instructions, developing and empowering others, and exhibiting humility, genuineness,
cooperation among people, and sustainability. This is consistent with the six
characteristics of a servant-led organization outlined by Laub (1999): respecting the
populace, rising community, creating society, displaying genuineness, giving leadership,
and distributing leadership. As a result, servant leadership encourages cooperation, trust,
OCB, and justice (Parris & Peachey, 2013).
Employees enhance organizational knowledge by sharing information, which helps the
organization function better. Information, skills, and values all play a role in knowledge.
Kakabadse et al.,'s definition of knowledge in 2003, which takes into account the
dynamic nature of knowledge, is a "meaningful and organized accumulation of

22. 20
information through experience, communication, or inference." According to Davenport
and Prusak (1998), who extend this dynamic viewpoint, knowledge offers a framework
for evaluating and incorporating in sequence and experiences. Knowledge sharing is the
active method by which information is passed from one person to another. Van Den
Hooff et al.,'s (2012) assessment of knowledge sharing as a two-way process in which
people reciprocally trade their knowledge and jointly produce new information highlights
the return and positive and warm response in knowledge sharing (Kuo et al., 2014).
Social learning theory states: people learn by "paying heed and consideration to and by
emulating the attitudes, values, and behaviors of attractive and credible models"
(Bandura, 1977). Because they put others' needs ahead of their own and provide their
staff members with opportunities for advancement, servant leaders are seen favorably by
their subordinates. Employees strive to emulate servant leaders when they believe they
exhibit helpful attributes (Mayer et al., 2012). Employees so learn and put into practice
other-serving ideals, such as sharing their expertise to assist colleagues to develop and
contribute to the success of their team and organization, inspired by their servant leader.
Public servants are encouraged to adopt their serving traits and behaviors by servant
leaders since they serve as ideals and touchstones. That is, servant leaders spread people-
serving principles to public personnel, increasing their dedication to the common good
and civic responsibility, as well as their compassion and selflessness for public service
(Perry, 1996). PSM, which is cultivated through servant leadership, is a motivation for
staff members to share information to strengthen their own and their coworkers' capacity
to carry out civic responsibilities and commit themselves to public missions (Abdullah et
al., 2019).

23. 21
While information sharing might be viewed as a moral dilemma in general, research on
leadership-knowledge sharing is rarely done thus. Employees' and organizations’
efficiency and efficacy suffer if they have a tendency to hide their knowledge rather than
share it at work (Anser et al., 2021). Additionally, it endangers the learning and
development of both people and organizations (Usman et al., 2019).
Knowledge sharing is a significant moral concern, according to earlier research.
Companies may lose their competitive advantage if the majority of employees are
unwilling to share their expertise. Therefore, effective information transfer is essential for
a business to survive and run sustainably. In order to study how to promote information
sharing, Bavik et al., (2018) first note that it is required and crucial to utilize key
prerequisites of KS. Despite the fact that much prior research has examined how
leadership styles affect information sharing, few of them (Lei et al., 2019; Bhatti et al.,
2020) concentrate on the effects of ethical leadership.
The relationship between moral leadership and information sharing hasn't been fully
grasped, though. Employee identities may play a significant role as mediators between
leadership and knowledge sharing, based on earlier research (Liu & Li, 2018). According
to earlier research (Zhu et al., 2015); ethical leadership might enhance employees'
identification. To put it another way, employee identifications may serve as crucial
bridges between ethical leadership and information sharing.
Few researchers have examined the part that employee identifications have in the
connection between leadership and information sharing, though. The present research
uses the social identity theory (SIT) to address this knowledge gap by examining the
identification-mediation process that connects ethical leadership with information

24. 22
sharing. Given that work groups are the most prevalent team structures in an organization
and the settings in which knowledge sharing happens most frequently, this study will
focus on how workers share information within the setting of work groups (Wu & Lee,
2017).
2.5 Organization Identification
According to Mael and Ashforth (1992), organizational identification is the feeling of
belonging to a group in which one identifies as part of it and develops "when one
integrates beliefs about one's organization into one's identity." When employees perceive
their identity inside an organization as central and long-lasting, they merge their self-
concept with the organization and establish a strong affiliation with it. People frequently
take conclusions about themselves and their sense of self from the way others treat them
(McAllister & Bigley, 2002). According to empirical research, organizational
identification positively affects work satisfaction, performance in a role, outside-of-role
achievement, and organization commitment (Van Dick et al., 2008).
Emotional-motivational and a mix of emotional and cognitive components developed
from social identity theory have been used to characterize organizational identification.
According to O'Reilly and Chatman (1986), OI is the attraction and desire to continue an
emotionally fulfilling self-defining connection with the identification object. It is that
aspect of one's self-concept that emerges from being aware of belonging to a social group
(or groups), together with the value and emotional importance that membership entails.
According to social identity theory, in the workplace, low turnover intentions are linked
to strong organizational identification.

25. 23
According to Hogg and van Knippenberg (2003), leaders' actions can cause followers to
change their orientation from self-interest to the interests of the group by providing
situational clues that aid in understanding their surroundings. Thus, according to studies,
followers' perceptions of their selves may alter as a result of the behaviors of leaders (van
Knippenberg et al., 2004). Servant leaders give vital clues that "serving others" is one of
the organization's defining qualities by reinforcing the value of doing so via their actions
both inside and outside the organization.
Additionally, servant leaders that focus on creating an encouraging atmosphere for their
team members' growth and development enhance the organization's reputation as one that
values employee development. Workers respond favorably to this, becoming firmly
connected with the organization and seeing it as a career. Organizational identity is linked
to ethical leadership and transformative leadership, according to studies over the last ten
years (Walumbwa et al., 2011).
2.6 Servant Leadership, Knowledge-Sharing, and Innovative Behavior
As the founder of the concept of servant leadership, Robert K. Greenleaf (1977), with the
name of “going beyond self-interest as the essential feature of servant-leadership. As
leaders place the good of their subordinates above their interests, their power will be as a
vehicle for serving the followers, so service and leadership, are virtually interchangeable.
In comparison with the other style of leadership in which the sole purpose and drastic
goal is the welfare and uplift of the organization, the servant-leader is fundamentally
interested in serving the subordinates and recognizing the intrinsic value of each and
every one of them (Van Dierendonck et al., 2014).

26. 24
This is an employee-centered attitude; it helps to create a sense of psychological safety,
trust, and fairness among participants (e.g., Vision, and Academician in 2011. If the
psychological tests were completed, it will enhance the quality of their mutual
understanding and decorum with the company. The conducive impacts in predicting
constructive employee feedback, servant-leaders, and, as a result, developed the creative
engagement of the employee in (B), Gelbard, and Reiter-Palmon 2013).
According to social cognitive theory, units of measurement, acquisition of knowledge
and skills, basically from two sources, i.e. active learning, experience and the texture of
experience, a master's degree (Bandura (1986). To be more precise, this is an active
learning experience that refers to the experience of a task/ assignment or a skill whereas
the modeling of experience to master it includes the conditions in which people observe,
remember, and learn from experienced models, such as those of the men. The internal,
personality, cognitive factors and external situational factors encourage the
onlookers/observers to observe the behaviors that they have sought (Bandura, 1986).
With this in mind, it could be interpreted that servant leadership, an external factor,
which may be enforced by the staff. Through interactions with role models, and
collaborators, unconsciously, learn from their leaders, and learn the strength of leadership
behavior, which combines the behavior of the employees, with the preservation of the
servant-leaders, and in turn the employees into slaves? The employees, who are acting as
" slaves, be strong, be motivated to apply to the experiences that they have got knowledge
from a servant-leader and volunteers to do for co-workers and supervisors. Therefore,
they are willing to be selfless in sharing tacit and explicit knowledge with coworkers
Academician, et al., 2014).

27. 25
In addition, according to Pieterse et al., (2010), employees will feel more accountable for
the outcomes of their work, and keenly look f unique and effective solutions to meet their
responsibilities In order to do so, they can share their experience and knowledge with
colleagues. They can be in society, and express their point of view to your heart, listen to
it, and how integrate different points of view to develop an acceptable solution. This
provides a vigorous, divergent, and open community in which the workers are completely
variety of ideas ' (Wong et al., 2016).
In addition to the pre-existing knowledge, knowledge of others, means more options for
the units, in order to acquire new things and create somewhat innovative concepts and
notions based on them. Among the most effective methods to gain knowledge is through
the sharing of knowledge. Due to the sharing of knowledge with your colleagues who are
also in various fields of expertise, the employee may be showing different concepts and
beliefs, and, therefore, are more likely to be able to be in a new set of special skills, that
they, reciprocally, contribute to them having the capability to producing new concept and
implementing it (Zhou and Li, 2012).
2.7 Employee Organizational Identification as a Moderator
OI means the extent of a person having to recognize himself/herself with a concern
cognitively, enthusiastically, and behaviorally (Elsbach, 2004). It covers the areas of
identity, that is, the awareness of the relationship, the matching of values and goals, and
agreements, as well as emotional investment in the unit that is compatible with the
behavior. Organizational identification is an important social domain, in modern society,
it is considered to be unique and relevant to the explanation of the individual's attitudes
and behaviors in an organization, as it is being sold as the foundation on which the

28. 26
common sets of states, and the behavior to be created. An employee who identifies
themselves, from the point of view of the organization, is likely to take decisions that will
fruit the organization as a whole, and not for the benefit of individual private interests
(Lee, Park, & Koo 2015).
The emotional response of the workers can be improved through organizational
identification of their work, and this is because people have a basic need to look at you in
a positive. A well-known behavior change within the organization to identify the degree
of acceptance of complementary roles, such as organizational accountability, voice, and
practices, which go elsewhere the proper position and will not recognize the formal and
pay system in the organization. Strong personalities are most likely to get you to
understand that it's to help the other members of the organization for the resolution of
employment-related issues, which is the same for yourself (Dick et al., 2004). Therefore,
the identification with the association good managerial residents are those that are able to
support an employee of a given organization in order to accomplishing its goals (Johnson,
Morgeson & Hekman, 2012).
According to (Bandura, 1986) social cognitive theory SL can be seen as an outer model
of domination that will elicit employee behavior in the sharing of knowledge, and with
the following innovative behavior. As servant leaders know that it's an ideal members of
an association, the role of which is a reflection of the more desirable attributes of the
organization, but they are also the main source from which employees will be able to
learn the organizational objectives and norms (Panaccio et al., 2015). The service
features are represented in the servant-leaders context and can best be seen as a reflection
of the organization's norms and employee identification with the organization, so it falls
to the employees to identify with and acknowledge servant leadership.

29. 27
Figure 1: Conceptual Framework of the Current Research
2.8 Theoretical Framework
2.8.1 Social Exchange Theory
Peter Michael Blau introuducte the concept of social exchange theory during his carrier 1918 –
2002). Accourding to him “social exchange theory that is grounded on the human level,
contending that interpersonal communication in society is fundamentally an exchange
relationship”. This theory seeks to explain how social behaviors like leadership, power,
prestige, fairness, and justice come about in society. Gouldner proposes the reciprocity
principle based on the social exchange theory, which may effectively lower the exchange
risk and assist the exchange parties in achieving mutual benefit by resolving issues
brought on by the inconsistent timing of the two sides' behaviors in the trade process.
According to Blau's application of social exchange theory that the organizational level,
Servant Leadership
Knowledge Sharing
Employee
Innovative Behavior
Organizational
Identification
Ethical Leadership

30. 28
interactions will not take place if one party only offers resources and rewards yet the
other fails to provide the due reaction because there is an absence of the principles of
reciprocity and equality (Blau et al., 1964). He maintains that the recipient of a social
exchange will use every opportunity to repay the favor until the exchange is balanced.
Nevertheless, based on the idea, suggestions were given on servant leadership healing
for their subordinates with truthfulness to result in a more positive self-concept through
social categorization and comparison (Opoku, Choi & Kang, 2019). Second, according to
the social exchange theory, servant leadership increases workers' organizational
commitment. Since supervisors are responsible for carrying out organizational policy, it
is believed that their positive interactions with subordinates would inspire and elicit
similar improvements in subordinates' work conduct.
2.8.2 Social Cognitive Theory
Social Cognitive Theory (SCT) started as the Social Learning Theory (SLT) in the 1960s
by Albert Bandura (Opoku, Choi & Kang, 2019). According to Bandura's social
cognitive theory, there exists a continual, dynamic, and interactive interaction between
the environment, individual thinking, and behavior. In particular, Bandura examines how
the three components of social cognitive theory combine. First, an individual's behavior
is influenced by their feelings, beliefs, and other cognitive elements. Second, the
outcomes of their behavior are fed back into their cognitive processes. Second, the
environment, which is a factor in behavior and controls its direction and intensity, may be
altered by behavior to suit a person's requirements. Individual thinking and cognitive
style can create group changes through communication and then affect the environment,
whereas individual thinking and cognitive style are formed in the objective environment

31. 29
and are adjusted by the environment (Bandura, 1999). In organizational management, the
interplay between elements connected to the organization, the cognition of the
subordinates, and their behavior determines their behavior. Subordinates' work attitudes,
motivation, and cognition are influenced by organizational situational elements such as
leadership style, human resource management procedures, and organizational culture,
which in turn affect behavior, output, and performance.
2.9 Hypothesis Development
2.9.1 Servant Leadership & Innovative Behavior
Innovative Behavior and SL Greenleaf (1977) originally used the phrase "servant
leadership," arguing that "an SL is a servant first mechanism, beginning with the natural
urge to offer assistance initially. Despite being the most popular definition of SL, this
statement is insufficient for directing empirical research. In view of Eva et al., (2019),
servant leadership is another-oriented leadership approach used by the leader prioritizes
the interests and requirements of each follower rather than focusing on the group as a
whole or the greater community.
Van Dierendonck (2011) outlined the traits of SL, including management, encouraging
and cultivating others, humility, genuineness, and social acceptance. Workers who are
led by servants are inclined to display positive workplace behaviors like OCB and
aggressive behavior, and inventive behavior, which is in accordance with the "acid test"
of servant leadership. The creation and application of practical ideas are examples of
innovative behavior, which might include taking significant risks. According to several
studies, leadership is essential to the innovation process (Stenmark et al., 2011).

32. 30
Krause (2004) created a replica to describe leadership influences on the cognitive process
of recognizing the necessity of change in the workplace and exhibiting creative behaviors
(creating and putting into practice new ideas). According to research by Lee et al.,
(2020), servant leadership's benevolence effectively fosters creative behavior. As per
social exchange theory, one's sense of belonging to a social group constitutes their social
identity. People prefer to choose and carry out activities that are congruent with their
social identity, and this impression of belonging to a group creates specific emotions and
values.
Servant leadership is characterized by a willingness to empower and create opportunities
for followers’ acceptance and belonging as a result of their dyadic connection with
servant leaders. Particularly, under SL, employees are more inclined to develop a
favorable opinion of them, which will inspire them to act in an inventive manner. In
particular, servant leaders build strong relationships among their adherents, who are more
inclined to consider one within and hence have an innate desire to act in novel ways
(Opoku et al., 2019).
Servant leaders improve their supporter’s propensity to fresh ideas and bring about
change by making them feel emotionally comfortable. Additionally, the goal of
empowerment is to foster followers proactively and help them create a sense of personal
power, which encourages them to take on new tasks and feel independent. Previous
research has supported the beneficial effects of SL on creative employee behavior
(Neubert et al., 2018).
H1 Servant leadership is positively related to innovative behavior

33. 31
2.9.2 Ethical Leadership and Innovative Behavior
The basis for the link between ethical leadership and creative work behavior is provided
by the social exchange theory. Since they believe they have a high-quality social
exchange connection with their leader, followers of ethical leaders reciprocate by
working harder and engaging in creative work practices. Additionally, ethical leaders
help at every stage of the process of creative work behavior by exemplifying values like
trustworthiness, altruism, honesty, collective, openness, fairness, motivation, and fair
treatment (Resick et al., 2006). At the first stage of idea creation, ethical leaders enable
their subordinates to present as well as convey novel ideas with the purpose to enhancing
work processes and procedures by encouraging two-way dialogue and paying attention to
their colleagues (Martins & Terblanche, 2003).
Furthermore, because moral leaders admire the worth and abilities of workers, they offer
supporters the chance to learn skills and knowledge and give those tasks that are best
suited to their skills. These actions enable followers to introduce novel improvements.
Employees are more psychologically comfortable speaking out to push their ideas when
ethical leaders are of innovative work behavior, which is concept promotion (Gardner et
al., 2005). In the third phase, ethical leaders enable followers to adopt new concepts and
operational procedures by giving them greater independence, liberty, and sovereignty,
and manage in excess of the errands that need to be completed (Piccolo et al., 2010).
According to the above-mentioned theoretical explanations, ethical leadership might
affect subordinates' creative work behavior.
The association between ethical leadership and inventive work behavior has been
experimentally investigated in earlier studies in various circumstances. For instance, Ma

34. 32
et al., (2013) discovered that EL has a beneficial association with worker innovation, and
it is indeed an integral part and parcel of IWB and the initial stage in the procedure of
innovation, in their investigation of 309 employees in 4 manufacturing, science and
technology, and logistics businesses in China.
Yidong and Xinxin (2013) explored how 302 people working in China's manufacturing
and communications industries reacted to ethical leadership's effect on creative work
behavior. They discovered a favorable relationship between employee creative work
behavior and perceived ethical leadership. In their study of 468 employees at the first
hotels in Uttarakhand, India, Dhar and colleagues (2016) concluded that moral leadership
fosters creative workplace behavior. Mehmood (2016) also looked at how ethical
leadership affected the inventiveness of 126 workers from Pakistani private companies.
She mentioned the connection between ethical leadership and the inventiveness of
employees.
Chen and Hou (2016) found that personnel at Taiwanese government R&D institutes had
a highly positive link between ethical leadership and creativity. As a result, it is
anticipated that ethical leadership would have a good impact on the creative work habits
of researchers employed by Pakistani government organizations. As a result, the study's
first hypothesis is put out in a different setting.
H2 Ethical leadership is positively related to innovative work behavior.
2.9.3 Servant Leadership and Knowledge Sharing
Social learning theory reported that individuals acquire by "heeding to as well as
imitating the perceptions, norms, and behaviors of captivating and genuine models".

35. 33
Because they put others' needs ahead of their own and provide their staff members with
opportunities for advancement, servant leaders are seen favorably by their subordinates.
Employees strive to emulate servant leaders when they believe they exhibit attributes that
are helpful (Mayer et al., 2012). Workers are motivated by the servant leader to study as
well as to putting into practice peers-serving ideas, such as giving their knowledge to
help others grow and adding to the achievement of the group and organization (Robbins
and Judge, 2013).
Additionally, servant leaders should activate PSM among public employees to encourage
their behaviors, such as information sharing, to encourage information exchange in
government organizations. According to a positive organizational study, servant
leadership emulates stakeholders. Public servants are encouraged to adopt their serving
traits and behaviors by servant leaders because they serve as positive role models (Ford et
al., 2015).
In other words, servant leaders spread other-serving principles to public personnel,
increasing their dedication to the common good and civic responsibility, as well as their
compassion and selflessness for public service. PSM, which is cultivated through servant
leadership, is a motivation for staff members to share information in order to strengthen
their own and their coworkers' capacity to carry out civic responsibilities and commit
them to public missions. Additionally, Chen and Hsieh (2015) discovered a connection
between PSM and the drive to share information. This reasoning leads to the following
two sub-hypotheses on the mediating function of SL on KS:
H3: Servant leadership and knowledge sharing are positively associated.

36. 34
2.9.4 Ethical Leadership and Knowledge sharing
In essence could be used to explain ethical leadership effectively (Brown and Mitchell,
2010). The characteristics of EL as discussed under the moral person dimension. Strong
moral characters are seen as being trustworthy, principled, personable, and honest. The
moral manager component explains as to how moral leaders utilize their influence for
fostering a morally sound workplace culture. Inside the organizations, ethical leaders
serve as moral role models by establishing and communicating with their follower's
ethical norms. Additionally, they employ both rewards and penalties to make sure that
adherents truly internalize ethical principles.
This study predicts that EL showed a favorable impact on KS within a group in
accordance with the moral qualities of ethical leadership. Because the EL of a collection
upholds moral principles and can be trusted, followers are more likely to follow him or
her in the workplace. Previous explore established that ethical leadership can increase
followers' perceptions of trust and psychological safety while reducing their fear of
reprisal (Newman et al., 2014).
Because they won't be concerned about losing their jobs after imparting their special and
priceless expertise to others, associates will be additionally willing to KS with their
coworkers in this scenario. In order to guarantee that moral norms are upheld at work, EL
should also use rewards and sanctions. Leaders that are morally upright are supposed to
reward information sharing and condemn knowledge hoarding (Brown et al., 2005).
Employees are therefore, less likely to be wary of free riders who merely take
information without giving anything back. In conclusion, an ethical group leader may

37. 35
create a welcoming and equitable group atmosphere to addressing the social conundrum
of knowledge sharing process, thus inspiring group participants/members to contributing
their expertise (Brown and Mitchell, 2010). As a result, the following is what this study
foresees:
H4 Ethical leadership is positively related to the employees’ Knowledge sharing.
There is no agreement on the features of knowledge, despite the fact that many prior
researchers defined it in a number of ways (King, 2009). Explicit knowledge and tacit
knowledge are the two most prevalent categories of knowledge in the field of knowledge
management. First of all, explicit knowledge is information that is simply stated in words
and numbers, that can be saved in repositories, that can be transmitted orally, and that can
be copied. The second type of knowledge is tacit knowledge, which is founded on
people's experiences and commitments and is challenging to explain and transmit to
others. According to Wang and Wang (2012), sharing explicit information presupposes a
bigger effect on the pace of innovation, but implicit knowledge has a bigger impact on
innovation quality. Additionally, Saenz, Aramburu, and Blanco (2012) concentrated on
the relationship between innovation capability and information-sharing mechanisms.
H5: Knowledge sharing has a significant mediating role between Servant leadership
and Inovative behavior
In contrast to other organizational settings, the scientific research team concentrates
solely on knowledge innovation or knowledge creation in a knowledge-based
environment. Due to the strong social interconnectedness within higher education,
postgraduate students typically have difficulties undertaking academic research (Bandura,
2001). By maximizing team members' willingness to share information, teams can be

38. 36
more innovative and productive. Supervisors are compelled by ethical leadership in the
setting of higher education to serve as moral role models for postgraduate students and
emphasize the significant influence they may have on them. Postgraduate students will be
persuaded by ethical leadership to care about and respect others, and it may even inspire
them to engage in prosaic behavior. The literature has demonstrated the beneficial
connection between ethics and KS.
H6: Knowledge sharing has a significant mediating role between ethical Leadership
and Innovative Behavior
They prefer to internalize the interests, aims, and ideals of their leaders; they even alter
their self-concept to conform their values (Gu et al., 2015), beliefs, and behaviors to
those of leaders. And in fact, a number of academics have suggested that supporting a
leader may increase the chance of being impacted by that leader (Kark et al., 2003).
Employees who identify strongly with SL are additionally probable to the idea of
"serving others" as a core component of the concept (Van Knippenberg et al., 2004).
They are also more likely to be open to modeling and learning the mindset and conduct of
SL (Wang and Rode, 2010), which will heighten their internal drive to innovate in
services. So, we propose the following theory:
H7: Organization Identification has a significant moderating role between servant
Leadership and Innovative Behavior
Although earlier studies discovered that ethical leadership might in and of itself promote
organizational recognition, we note that the present results are predicated on the idea that
leaders' moral behavior is always indicative of what the organization represents (Qian &

39. 37
Jian, 2020. In a nutshell, it disregarded the potential that a leader's ethical conduct, which
focuses on promoting and rewarding moral behavior, can conflict with organizational
norms in which the leader is ingrained (Abrams et al., 2008). Instead, it is predicated on
the idea that followers continually view their leaders as ambassadors for the company's
principles. Thus, a leader who deviates from the prescribed organizational standards is
thought to be uncharacteristic of the organization and could receive a negative evaluation
(O'Keefe et al., 2019). Additionally, those leaders could have less effect on the attitudes
and behaviors of the group.
H8: Organization Identification has a significant moderating role between ethical
Leadership and Innovative Behavior

40. 38
CHAPTER 3
RESEARCH METHODOLOGY
3.1 Research Design/Nature
3.1.1. Philosophy of the Study
The essential crux of this research is to test hypotheses. A hypothesis test can help to
provide a well understanding of the affiliation among the variables (Sekaran & Bougie,
2013). This research is grounded on positivist research philosophy as the data were
collected on a structured questionnaire measured on a five-point Likert scale and was
analyzed in order to answer the research questions.
3.1.2 Types of Investigation
This study findout both the causal and correlational processes. The data are analyzed by
using the SPSS software. Regression and correlation analysis has been carried out. Linear
regression analysis was utilized for it because it expresses the association between
dependent and independent variables. A correlation analysis is going to be applied for
determining the degree of association between the variables. Mediation and moderation
analyses were executed, using the PROCESS macro developed by Preacher and Hayes
(2013) in SPSS.
3.1.3. Unit of Analysis
Unit of analysis means the source from which we collect data for analysis for the study. It
may be an individual, group, or organization. Here the individual officer is our unit of
analysis.

41. 39
3.1.4 Time Horizon
Our study is based on a time-lag research design because data were gathered at three
points in time i.e., Time 1, Time 2 after 2 months from Time 1, and Time 3 after two
months from Time 2.
3.2 Research Population
The study was conducted in the banking sector of Pakistan. The banks working in
Peshawar were included in the study unit and the employees working in these banks in
district Peshawar were taken as the study population. There are a total of 1899 branches
of all private banks in Khyber Pakhtunkhwa. Thus, the total population is 15196
employees working in the banking sector of Khyber Pakhtunkhwa (SBP, 2020)
3.3 Sample and Sampling Technique
The current research was planned to select a sample of 500 employees working in the
banking sector located in Peshawar city. Total 2856 employees are working in the
banking sector in Peshawar city.
Past research suggests several ways to determine sample size. These criterions can be
divided into various categories, such as item-sample ratios, population-sample tables, and
general rules-of-thumb to calculate sample size.
3.3.1 Sample-to-item ratio
Generally recommended for exploratory factor analysis, the sample-to-item ratio is used
to decide sample size based on the number of items in a study. The ratio should not be
less than 5-to-1 (Gorsuch, 1983; Hatcher, 1994; Suhr, 2006).

42. 40
3.3.2 Sample-to-variable ratio
The sample-to-variable ratio suggests a minimum observation-to-variable ratio of 5:1, but
ratios of 15:1 or 20:1 are preferred (Hair et al., 2018).
3.3.3 The Krejcie and Morgan table
KMT, Krejcie and Morgan (2018) is well known for sample size determination among
behavioural and social science researchers. No calculations are required to use this table,
which is also applicable to any defined population. The KMT suggests that a sample of
384 is sufficient for a population of 1,000,000 or more. Thus, keeping these
recommendations in mind the current research plan is to select a 500 sample size to
administer the survey questionnaire. This research will use a non-probability sampling
technique namely purposive sampling as to better investigate the phenomenon.
3.4. Sources of Data
The research objectives of the study stated that the study is quantitative and that
secondary sources were employed in the process of data collection. The study included a
structured questionnaire and was based on five points Likert scale (Strongly disagree to
strongly agree).
3.5 Data Collection Procedure
The data in the present study were collected from the sample respondents by using a
structured questionnaire consisted of a five-point Likert scale. The adopted scale has been
taken from the literature and this has been used by the previous studies, so no issue of
validity and reliability has been found in the process of data analysis. However, the study

43. 41
has modified the items included in the questionnaire. The questions were altered as per
the study objectives and the variables of the study.
3.6 Data Analysis Techniques
After collecting the primary data, different econometric tests were applied in order to
obtain the study objectives and respond to the research questions. Initially, the reliability
of the scale was checked and then the validity of the scale was confirmed through
exploratory factor analysis (EFA). After that, descriptive statistics were applied for the
purpose to know about data normality. Correlation analysis was carried out in order to
see the degree of association between the study variables. The objectives of the study
reported that the regression model should be used as it can be utilized for measuring the
cause-and-effect model. It rested on moderating and mediating can be used by using
AMOS SPSS and this can be seen in the study of Preacher and Hayes (2013) method to
know whether PsyCap and affective commitment mediates the relationship of
independent variables and dependent variable.
3.7 Measurement Scales
3.7.1 Servant Leadership
In Time 1, employees measured the behavior of their servants' leaders in 23 items on the Barbuto
and Wheeler scales (2006). These 23 items are clustered into 5 categories: devoted calling,
emotional healing, wisdom, persuasive mapping, and organizational management. Model items
were such as ‘My leader put my interests ahead of his own’ and ‘My leader did everything he
could to serve me’ (Cronbach’s value= 0.94).

44. 42
3.7.2 Organizational Identification
At the time one 1, the employee was reporting their organizational identification by
employing the five-item scale of Smidts, Pruyn and Van Riel (2001). Examples of items
were: "I feel a powerful connection with the given organization," as well, "I've got a very
robust feeling of ownership to the organization" (Cronbach’svalue= 0.865).
3.7.3 Knowledge-Sharing
At time 2, individuals were permitted to report the sharing of knowledge with a five-point
scale as suggested by Bock, et al., (2005). Three scales were comprised to measure
explicit knowledge sharing and two scales for the evaluation of tacit knowledge sharing.
An example scale was “I am prepared and feel no hesitation in sharing my work reports,
experience, and documents with the members of the organization. (Cronbach’s value =
0.850)
3.7.4 Innovative Behavior
At time 2, the leader of the team has to assess every worker’s innovative and creative
behavior by Scott and Bruce's (1994) 6-item scale. An example of the element of which
was: "the employee has been on the lookout for new technological apparatuses,
processes, techniques, and application of ideas and concepts" (Cronbach'svalue = 0.904).
3.7.5 Ethical Leadership
At time 3, the employee was provided with their views regarding ethical leadership
measured with a fifteen-item scale, which is established by Yuklet. al (2013), and was
adapted and used in this study.

45. 43
3.8 Response Rate
The study was collected from the respondents through a questionnaire. Initially, 500
questionnaires were distributed among the respondents but 445 were received from the
respondents. Out of 445; 38 were found incomplete. Based on data and quality of
responses 407 were selected for analysis. The response rate was 81%.

46. 44
CHAPTER 4
RESULTS, AND DISCUSSION
The current section is the results and discussion of the thesis. The chapter has included
the tables estimated from the recommended tests. The results were interpreted and linked
the results with previous studies. The results have been interpreted on the basis of
statistical standards and the significance of the results has been elaborated.
TABLE 4. 1 Discriptive Statistics
N Minimum Maximum Mean Std. Dev
Servant Leadership 407 2.21 4.15 3.1148 .34691
Ethical Leadership 407 3.41 4.68 3.8431 .32491
Organization Identification 407 2.36 4.57 3.5631 .46941
Knowledge Sharing 407 2.76 4.93 3.7936 .40931
Innovative Behavior 407 2.69 4.77 3.3316 .30793
The above table 4.1 shows the conclusions and findings of descriptive statistics used by
the study for exploring the nature and responses, the respondents have had. The table has
shown the results of the minimum response recorded by the questionnaire, the maximum
haves in the table exhibits the maximum response of the respondents in the questionnaire
data, and the mean of the response is also included in the table along with the standard
deviation.

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TABLE 4. 2 Reliability
S# Variable Cronbach Alpha Status
1 Servant Leadership 0.921 Reliable
2 Ethical Leadership 0.873 Reliable
3 Knowledge Sharing 0.839 Reliable
4 Organizational Identification 0.737 Reliable
5 Innovative Behavior 0.776 Reliable
Table 4.2 is the output of the reliability statistics utilized in the study in order for
exploring the validity and reliability, of the variable included in the questionnaire for data
collection. It is important that the variables should be reliable in the questionnaire
methodology otherwise the results will not be considered valid. The literature suggested
that the benchmark for reliability is .70 means that the variables should be more than the
standard value of 0.70. The statistics in the table have included the values of alpha for the
variable and all the variables are more than .70 which concluded that the included
variables were found reliable.

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4.3 Correlation
TABLE 4. 3 Correlation
SL EL OI KS INNB
Servant Leadership Pearson Correlation 1
Sig. (2-tailed)
N 407
Ethical Leadership Pearson Correlation .446**
1
Sig. (2-tailed) .000
N 407 407
Organization
Identification
Pearson Correlation 553**
.321**
1
Sig. (2-tailed) .000 .000
N 407 407 407
Knowledge Sharing Pearson Correlation .337**
.469**
.519**
1
Sig. (2-tailed) .000 .000 .000
N 407 407 407 407
Innovative Behavior Pearson Correlation .503**
.493**
.610**
.408**
1
Sig. (2-tailed) .000 .000 .000 .000
N 407 407 407 407 407
**. Correlation is of greater significance at the 0.01 level (2-tailed).
The table is an output of the correlation test. It has been used in the study to explore the
relationship among ethical leadership, servant leadership, knowledge sharing,
organization identification, and innovative behavior. The results suggested that ethical
leadership, servant leadership, knowledge sharing, organization identification, and
innovative behavior have shown positive and significant correlations with each other.
The results showed that servant leadership has a significant and positive relationship with
organization identification. The findings have been found consistent with Chughtai
(2016); Thomas et al., (2017). Important findings from studies examining how SL
behavior affects organizational members' OI levels (such as Schuh et al., 2012; Chughtai,

49. 47
2016) point to the possibility that SL practices influence organizational outcomes either
directly or indirectly. According to Schuh et al., (2012), customer-oriented service
practices are positively correlated with OI. Employees are likely to behave favorably
towards the organization since they are driven to work towards common goals as a result
of having high levels of customer contact (Schuh et al., 2012). According to Zhang et al.,
(2012), servant leaders use their actions to instill and reinforce the value of helping
others. In light of this, serving others provides crucial cues as to how it is a defining
characteristic of an organization. Additionally, it helps to create favorable perceptions of
the organization's image and allows it to be perceived as an organization that fosters the
growth and development of its people. Employees thus frequently feel very closely
connected to the company.
The result has confirmed that servant leadership is having a positive and significant
relationship with knowledge sharing. Additionally, practitioners and academics are
conducting an increasing number of studies to comprehend the phenomenon of servant
leadership and knowledge-sharing behavior inside the organization. Today's
organizations are concerned with producing better knowledge and transforming this
knowledge into meaningful form. There is no denying the significance of great leaders
who enable their staff members' empowerment by providing them with training (Spencer,
2007); however, providing adequate training and resources to subordinates, sharing
information with them, ensuring good working conditions, and clearly articulating what
is expected of the employees in terms of their performance are related to empowerment
(Jabnoun & Al-Ghasyah, 2005), which is one of the dimensions of leadership. This

50. 48
highlighted that servant leadership is required in Pakistan's banking industry to foster a
better atmosphere for information sharing and cooperative behavior among coworkers.
Servant leadership has shown a positive and significant correlation with innovative
behavior. Prior literature intensifies the role of leadership in promoting innovative
behavior (Lee et al., 2020a, b). According to Liden et al., (2015), servant leadership
places a strong emphasis on empowering followers by granting them job autonomy and
delegating decision-making responsibility. Such an empowering leadership style
encourages psychological safety, cultivates followers' trust, and so inspires staff members
to participate in creative activities. Additionally, servant leadership emphasizes the
interests and requirements of subordinates, acts as a steward for them, and cultivates their
skills. These leadership qualities encourage followers to respond favorably to their
leaders' follower-focused actions with increased work engagement and better
performance (Ling et al., 2017).
4.4 Diagnostic Test
TABLE 4. 4 Multicollinearity
Variable VIF
Servant Leadership 1.13
Ethical Leadership 1.02
Organization Identification 1.11
Knowledge Sharing 1.09
Innovative Behavior 1.13
The above table shows the findings of the test of multicollinearity which was used as
regression assumption. The findings test showed that the values of the variables have

51. 49
been found in the standard range and confirmed that the variables in the study have no
issue of multicollinearity.
4.5 Heteroskedasticity
TABLE 4. 5 Heteroskedasticity
Chi-square df Sig
119.314 406 .491
The above table shows the findings of the white test of heteroskedasticity which was used
as regression assumption. The findings test showed that the values of the test have been
found in the standard range and confirmed that the test shows no issue of
heteroskedasticity.
4.6 Regression
TABLE 4. 6 Regression
Model
Unstandardized
Coefficients
Standardized
Coefficients
t Sig.
Durbin-
Watson
B Std. Error Beta
1 (Constant) -.784 .184 -4.250 .000
2.390
Servant Leadership .688 .046 .548 14.902 .000
Ethical Leadership .457 .058 .287 7.817 .000
a. Dependent Variable: INNB
R: 0.757, R-square: 0.574, F-value: 334.331, P-value: 0.000
This table is the final output of the regression model which was adopted in the existing
study to check the variances explained by the ethical leadership, and servant leadership in

52. 50
knowledge sharing in the selected area. The values suggested that ethical leadership, and
servant leadership in knowledge sharing were found 75 percent related to each other. The
value of R has exhibited this objective. The final output of the R-square in the table
showed that ethical leadership and servant leadership have explained a 57 percent
variance in knowledge sharing. The f-value has confirmed the significantly higher value
which confirms that the selected model has been found significant.
There is evidence to suggest that servant leadership has a positive relationship with
employee innovative behavior. When leaders adopt a servant leadership approach, they
prioritize creating a supportive and empowering environment where employees are
encouraged to share their ideas and take risks. This approach can foster a culture of
innovation where employees feel safe to experiment and try new things, which can
ultimately lead to improved business outcomes. Some studies have found that servant
leadership behaviors, such as empowering and supporting employees, are positively
related to employee innovative behavior. For example, a 2016 study published in the
Journal of Business Research found that servant leadership was positively related to
employee innovative behavior in the hospitality industry. Similarly, a 2020 study
published in the Journal of Innovation and Knowledge found that servant leadership was
positively related to employee innovative behavior in the context of small and medium-
sized enterprises (SMEs). Overall, the servant leadership approach can be a powerful tool
for fostering employee innovation by creating an environment that encourages risk-
taking, experimentation, and collaboration.
People-oriented ethical leaders must uphold the rights of individuals, dignity, the natural
world, and abilities of their followers by giving them possibilities to learn work-related

53. 51
skills and expertise, assigning them to the position that can best suit them, and
encouraging them to channel their aptitudes into job performance. As a result, the
employees will be equipped with the knowledge, skills, and abilities to innovate and are
more likely to be successful in their jobs. The adherents of ethical leaders are also
provided with greater levels of independence and effect over decision-making at work
(Den Hartog, 2008; Oke et al., 2009), including the freedom, independence, and
discretion to schedule work. As a result, they will have more control over their tasks
(Piccolo et al., 2010) and fewer restrictions that might prevent them from proposing,
promoting, and putting new ideas into practice.
As it promotes and stimulates staff to be expressive in showing creative ideas and putting
them into practice throughout work processes, servant leadership is a positive leadership
style that radiates helpful expressions promoting innovative behaviors. As they encourage
employees to actively participate in activities that develop, investigate, and promote ideas
capable of guiding organizations through challenging times, servant leaders may greatly
encourage creative performance. Having and demonstrating confidence in subordinates
fosters an environment that values diversity and innovation, which are two key factors
that can help organizations thrive in their quest to become their best selves and overcome
every challenge with ease. As a result of leaders not placing any or displaying very little
confidence in their workforce and thus stifling innovative work behavior, many
organizations and economies today struggle due to a lack of innovative ideas that sustain
enough force to catapult them to a higher height.

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4.7 Moderating and Mediating Analysis
TABLE 4. 7 Knowledge Sharing
Model Summary
R R-sq MSE F Df1 Df2 P
0.97 0.93 .03 1569.37 3.00 328.00 .00
Model
Coefficient Se T P LLCI ULCI
Constant -2.02 .39 -5.13 .00 -2.80 -1.25
EL .51 .10 5.24 .00 .32 .71
OI 1.47 .10 15.42 .00 1.28 1.66
Int_1 .12 .02 5.08 .00 .16 .07
This table is the final output of the regression model by using moderating analysis
adopted from Preacher and Hayes in SPSS which was adopted in the existing study to
check the variances explained by the ethical leadership, servant leadership in knowledge
sharing with the moderating role of organizational identification in the selected area. The
values suggested that ethical leadership, and servant leadership in knowledge-sharing
organizational identification were found 97 percent related to each other. The value of R
has exhibited this objective. The final output of the R-square in the table showed that
ethical leadership and servant leadership have explained a 93 percent variance in
knowledge sharing using organizational identification as moderating variable. The f-
value has confirmed the significantly higher value which confirms that the selected model
has been found significant.

55. 53
Product terms key:
Int_1 : EL x OI
Test(s) of highest order unconditional interaction(s):
R2 change F Df1 Df2 P
X*W .01 25.78 1.00 328.00 .00
The table has shown the interaction between ethical leadership and organizational
identification. The R2 change has shown a positive value along with a significant f-value
and significant p-value. The test of the highest unconditional interaction has been found
significant.
----------
Focal predict: EL (X)
Mod var: OI (W)
Conditional effects of the focal predictor at values of the moderator(s):
OI Effect Se T P LLCI ULCI
4.00 .05 .02 2.41 .02 .01 .09
4.00 .05 .02 2.41 .02 .01 .09
5.00 .07 .03 2.46 .01 .12 .01
**************************************************************************

56. 54
4.8 Innovative Behavior
TABLE 4. 8 Innovative Behavior
Model Summary
R R-sq MSE F Df1 Df2 P
.67 .44 .29 131.30 2.00 329.00 .00
Coefficient Se T P LLCI ULCI
Constant .45 .23 1.97 .05 .00 .90
EL .54 .06 8.41 .00 .41 .66
KS .34 .06 5.90 .00 .22 .45
Test(s) of X by M interaction:
F df1 df2 p
7.55 1.00 328.00 .01
This table is the final output of the regression model by using moderating analysis
adopted from Preacher and Hayes in SPSS which was adopted in the existing study to
check the variances explained by the ethical leadership, servant leadership in knowledge
sharing with the moderating role of organizational identification in the selected area. The
values suggested that ethical leadership, and servant leadership in knowledge-sharing
organizational identification were found 67 percent related to each other. The value of R
has exhibited this objective. The final output of the R-square in the table showed that
ethical leadership and servant leadership have explained 44 percent variance in
knowledge sharing using organizational identification as moderating variable. The f-
value has confirmed the significantly higher value which confirms that the selected model
has been found significant.

57. 55
****************** DIRECT AND INDIRECT EFFECTS OF X ON Y *****************
Direct effect of X on Y
Effect Se T P LLCI ULCI
.54 .06 8.41 .00 .41 .66
The table has shown output of the table has shown the direct effect of independent
variables on the dependent variable. The results exhibit that the 54 percent direct effect
has been seen of X on Y. This direct effect has been found significant as the t-value and
the p-value were found significant.
Conditional indirect effects of X on Y:
INDIRECT EFFECT:
EL -> KS -> IB
OI Effect BoostSE LLCI ULCI
4.00 .02 .01 .01 .03
4.00 .02 .01 .01 .03
5.00 -.02 .01 -.04 -.01
Index of moderated mediation:
Index Boot SE Boot LLCI Boot ULCI
Effect Boot SE LLCI ULCI
OI .04 .01 .06 .02

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4.9 Knowledge Sharing
TABLE 4. 9 Knowledge Sharing
Model Summary
R R-sq MSE F Df1 Df2 P
.97 .94 .03 1609.88 3.00 328.00 .00
Coefficient Se T P LLCI ULCI
Constant -2.13 .36 -5.90 .00 -2.84 -1.42
SL .56 .09 6.01 .00 0.28 0.74
OI 1.49 .09 17.27 .00 1.32 1.66
Int_1 .13 .02 5.87 .00 .17 .08
Product terms key:
Int_1 : SL x OI
This table is the final output of the regression model by using moderating analysis
adopted from Preacher and Hayes in SPSS which was adopted in the existing study to
check the variances explained by the servant leadership in knowledge sharing with the
moderating role of organizational identification in the selected area. The values suggested
that servant leadership in knowledge-sharing organizational identification were found 97
percent related to each other. The value of R has exhibited this objective. The final output
of the R-square in the table showed that servant leadership has explained a 94 percent
variance in knowledge sharing using organizational identification as moderating variable.
The f-value has confirmed the significantly higher value which confirms that the selected
model has been found significant.

59. 57
Test(s) of highest order unconditional interaction(s):
R2 change F Df1 Df2 P
X*W .01 34.49 1.00 328.00 .00
The table has shown the interaction between ethical leadership and organizational
identification. The R2 change has shown a positive value along with a significant f-value
and significant p-value. The test of the highest unconditional interaction has been found
significant.
Focal predict: SL (X)
Mod var: OI (W)
Conditional effects of the focal predictor at values of the moderator(s):
OI Effect BoostSE T P LLCI ULCI
4.00 .06 .02 2.86 .00 .02 .09
4.00 .06 .02 2.86 .00 .02 .09
5.00 .07 .02 2.80 .01 .12 -.02
4.10 Innovative Behavior
TABLE 4. 10 Innovative Behavior
Model Summary
R R-sq MSE F Df1 Df2 P
.67 .45 .28 136.21 2.00 329.00 .00
Coefficient Se T P LLCI ULCI
Constant .54 .22 2.50 .01 .12 .97
SL .53 .06 8.82 .00 .41 .65
KS .32 .06 5.73 .00 .21 .43
Test(s) of X by M interaction:
F df1 df2 p
16.92 1.00 328.00 .00

60. 58
This table is the final output of the regression model by using moderating analysis
adopted from Preacher and Hayes in SPSS which was adopted in the existing study to
check the variances explained by the ethical leadership, servant leadership in knowledge
sharing with the moderating role of organizational identification in the selected area. The
values suggested that ethical leadership, and servant leadership in knowledge-sharing
organizational identification were found 67 percent related to each other. The value of R
has exhibited this objective. The final output of the R-square in the table showed that
ethical leadership and servant leadership have explained a 45 percent variance in
knowledge sharing using organizational identification as moderating variable. The f-
value has confirmed the significantly higher value which confirms that the selected model
has been found significant.
****************** DIRECT AND INDIRECT EFFECTS OF X ON Y *****************
Direct effect of X on Y
Effect SE T P LLCI ULCI
.53 .06 8.82 .00 .41 .65
Conditional indirect effects of X on Y:
INDIRECT EFFECT:
SL -> KS -> IB
OI Effect Boot SE LLCI ULCI
4.00 .02 .01 .01 .03
4.00 .02 .01 .01 .03
5.00 .02 .01 .04 .01
Index of moderated mediation:
Index OI Boot SE Boot LL CI Boot ULCI
.04 .01 .06 .02

61. 59
The table has shown output of the table has shown the direct effect of independent
variables on the dependent variable. The results exhibit that the 54 percent direct effect
has been seen of X on Y. This direct effect has been found significant as the t-value and
the p-value were found significant.
4.11 Discussions
Although sharing information might be viewed as a moral dilemma in general, research
on leadership-knowledge sharing is rarely done thus (Bavik et al., 2018). Employees' and
organizations' productivity and performance suffer if they have a tendency to hide their
knowledge rather than share it at work (Abdullah et al., 2019; Anser et al., 2021).
Additionally, the process endangers the learning and development of both people and
organizations (Usman et al., 2019). Knowledge sharing is a significant moral concern,
according to earlier research (Lin, 2007; Lin and Joe, 2012). Companies may lose their
competitive advantage if the majority of employees are unwilling to share their expertise.
According to Bavik et al., (2018), knowledge sharing activity is a moral problem as well
since, according to Lin (2007) and Bavik et al., (2018), if the majority of people in a
company do not share their knowledge voluntarily, it might lead to the company's
demise. Researchers contend that ethical leadership is the proper leadership style
wherewithal to expressing moral leadership and that it has been vital in examining the
influence, the leadership welds on knowledge sharing via a moral perspective (Bavik et
al., 2018; Lei et al., 2019). Because substantial work has been linked to higher levels of
job performance (Grant 2008), identification with the organization (Ashforth et al., 2008;
Bunderson and Thompson 2009; Cardador et al., 2011; Britt et al., 2001; Pratt et al.,
2006), and extra-role behaviors (Piccolo and Colquitt 2006), it is crucial to identify the

62. 60
leadership styles that support follower meaningfulness. Additionally, employees’ chances
of enjoying psychological and physical wellness are relatively high, when they attribute
more significance to their job (Arnold et al., 2007; Baumeister and Vohs 2002;
Michaelson et al., 2014; Ryff and Singer 1998). Last but not the least; studies have
demonstrated: developing a calling orientation might result from discovering a better
sense of purpose at work (Wrzesniewski et al., 1997). Hence, increasing followers' sense
of purpose might be a crucial way for ethical leadership to have a good effect on
followers.

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CHAPTER 5
CONCLUSION AND RECOMMENDATIONS
5.1 Conclusion
Servant leadership is a unique approach to leadership that puts the needs of others first. It
is a style of leadership that is focused on service, caring, and building relationships. This
type of leadership is beneficial to firms because it encourages collaboration, trust, and
creativity. Additionally, servant leadership can help foster an environment of greater
engagement, motivation, and job satisfaction. It can also lead to better employee retention
rates and improved customer service. Finally, servant leadership can help firms build a
more meaningful corporate culture, one that emphasizes a shared purpose, team spirit,
and mutual respect. The primary goal of servant leadership is to use power and influence
to benefit others.
It is a style of leadership that puts the needs of others first, rather than focusing solely on
achieving organizational goals. This type of leadership is based on the belief that people
are more likely to achieve their fullest potential when their needs are met and their talents
are utilized. Servant leadership is also characterized by a focus on listening and learning,
helping to establish trust and foster collaboration. Servant leadership can help firms
create an environment of trust and collaboration, which is essential for any organization
to succeed. When people are able to trust each other and work together, they are more
likely to take initiative, contribute ideas, and work harder. This can lead to increased
innovation, improved productivity, and better customer service. Servant leadership can
also lead to greater job satisfaction, which can help firms retain employees and reduce
turnover. When employees feel valued, they are more likely to remain in their positions