How dos servant leadership foster disability-inclusive teams? The mediating role of team citizenship behavior

Abstract

Purpose: The purpose of this study is to examine the influence of servant leadership and team commitment on team performance, with team citizenship behavior (TCB) serving as a mediating variable. By investigating these relationships, this study addresses a critical gap in understanding how servant leadership fosters team citizenship behavior, strengthens team commitment, and ultimately enhances team performance in disability-inclusive workgroups.

Design/methodology/approach: Data were collected from 187 teams across 71 private companies in Yogyakarta and Jawa Tengah, Indonesia, using non-probability purposive sampling. Validated scales measured servant leadership, team commitment, TCB, and team performance on a 7-point Likert scale. Partial Least Squares Structural Equation Modelling (PLS-SEM) analysed relationships, with hypotheses tested using t-values (greater than 1.96) and p-values (less than 0.05).

Findings: The findings indicate that servant leadership and team commitment are directly related to team performance and TCB. Indirectly, TCB has been proven to mediate the relationship between servant leadership and both team commitment and team performance.

Research limitations/implications: The research was conducted in private companies located in Indonesia, which may limit the generalizability of the findings to other cultural contexts with different organizational norms or leadership expectations. Future research could expand the sample to include public sector organizations or cross-cultural settings to validate the model across diverse environments.

Practical implications: The findings offer practical guidance for managing disability-inclusive teams. Managers are encouraged to apply servant leadership practices, such as demonstrating empathy, active listening, and empowerment, to strengthen psychological safety and team commitment. Implementing inclusive feedback and recognition, involving all members in decision-making, and facilitating peer-support collaboration can foster team citizenship behaviours that ultimately enhance team performance.

Social Implications: By promoting servant leadership and equitable participation, the findings support broader social goals of workplace inclusivity and diversity empowerment. Servant leadership can serve as a human-centered approach that not only improves performance but also enhances the dignity and social integration of employees with disabilities within organizations.

Originality/value: This study provides empirical evidence on how servant leadership and team commitment enhance team performance through TCB within the cultural context of Indonesia. It adds value by demonstrating how leadership practices operate in diverse workgroups, including teams that involve members with disabilities. By focusing on a non-Western organizational setting, the study expands the geographical and cultural scope of leadership and inclusion research, offering insights into how servant leadership supports effective and inclusive team dynamics in Indonesian workplaces.