Purpose

This paper aims to study the relationship between servant leadership (SL), employee turnover intention (TI) and organizational identification (OI) in hospitals.

Design/methodology/approach

The study uses a quantitative approach to investigate the relationships between SL, OI and TI, using data collected from a sample of 266 front-facing employees in a private Indian hospital setup. Structural equation modeling is used to analyze the data and test the hypotheses.

Findings

The findings reveal that servant leadership has a positive relationship with organizational identification and negatively impacts turnover intentions of the front-facing employee. Further, the study also reveals, contrary to expectations, organizational identification has no significant mediating effect between servant leadership and turnover intentions.

Research limitations/implications

This research is limited to front-facing employees in hospitals and the study may be extended to other industries in the service sector. Future studies may consider other mediating and moderating variables to fully understand the mechanism of impact of servant leadership on turnover intention. Multi-level studies can also be carried out.

Practical implications

With the ever-increasing expectations for better patient care, robust leadership models have required that address front-facing employee’s well-being, enabling their attention toward patients. This paper provides the impetus for the development and adoption of servant leadership specifically within hospitals and the service sector.

Originality/value

This study is one of the few studies that empirically examines servant leadership in the health-care domain. The study also contributes to the extant literature on servant leadership by empirically examining the mediation effect of organizational identification between SL and TI. To the authors’ best of knowledge, this study may be the first of its kind, providing evidence of servant leadership’s impact on turnover intention and organizational identification in hospitals using data from the Indian context.

中文翻译：

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仆人式领导、组织认同与离职意愿：医院的实证研究

目的

本文旨在研究医院服务型领导（SL）、员工离职意愿（TI）和组织认同（OI）之间的关系。

设计/方法/方法

该研究使用定量方法来调查 SL、OI 和 TI 之间的关系，使用从印度私立医院设置的 266 名前台员工的样本中收集的数据。结构方程模型用于分析数据和检验假设。

发现

研究结果表明，仆人式领导与组织认同呈正相关，对正面员工的离职意愿产生负面影响。此外，研究还表明，与预期相反，组织认同在仆人式领导和离职意向之间没有显着的中介作用。

研究限制/影响

这项研究仅限于医院的前台员工，研究可能会扩展到服务部门的其他行业。未来的研究可能会考虑其他中介和调节变量，以充分了解仆人式领导对离职意愿的影响机制。也可以进行多层次的研究。

实际影响

随着对更好的患者护理的期望不断提高，强大的领导模式要求解决正面员工的福祉，使他们能够关注患者。本文为专门在医院和服务部门内发展和采用仆人式领导提供了动力。

原创性/价值

这项研究是少数几项实证检验医疗保健领域仆人式领导的研究之一。该研究还通过实证检验组织认同在 SL 和 TI 之间的中介效应，为现有的关于仆人式领导的文献做出了贡献。据作者所知，这项研究可能是同类研究中的第一个，它使用来自印度的数据提供了仆人式领导对医院离职意愿和组织识别的影响的证据。