Purpose

This study aims to determine the relationship between servant leadership, innovation self-efficacy, corporate work culture and employee productivity in mediating and moderating role.

Design/methodology/approach

The research sample was 72 supervisors and 576 employees from 72 food and beverage small and medium enterprises (SMEs) in three major cities in Indonesia. SPSS and AMOS were used to test the research hypothesis using the hierarchical regression analysis test.

Findings

The results show that there was a positive and significant effect between servant leadership on innovation self-efficacy and employee productivity. Innovation self-efficacy mediates the relationship between servant leadership and employee productivity. Corporate work culture moderated the relationship between innovation self-efficacy and employee productivity.

Research limitations/implications

Future research with larger samples are needed to determine the relationship between servant leadership, innovation self-efficacy, corporate work culture and employee productivity more clearly not only on food and beverage SMEs but also on other industries. Future research needs to be carried out using experimental and longitudinal research designs.

Practical implications

There are three important practical implications based on the findings of this study. First, the results of the study provide new ideas for SME managers on how to increase the productivity of their employees, by using servant leadership which is known to be the main driver for innovation self-efficacy behavior. Second, the mediating role of innovation self-efficacy requires managers to build employee self-efficacy behavior, share more power with employees and make employees more involved in decision-making, which in turn can increase employee confidence and motivation, and their productivity. Finally, managers must realize the need to create a productive work culture in the company, by taking various actions, such as giving rewards to productive employees, making clear regulations on the company regarding working hours and company targets, and must pay attention and respect the employee's views and opinions to improve employee identification of their leaders.

Originality/value

This is the first study to build and examine the direct and indirect relationship (mediating and moderating role) between servant leadership, innovation self-efficacy, corporate work culture and employee productivity in food and beverage SMEs.

中文翻译：

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仆人式领导和员工生产力：中介和调节作用

目的

本研究旨在确定仆人式领导、创新自我效能感、企业工作文化和员工生产力之间的中介和调节作用。

设计/方法/途径

研究样本是印度尼西亚三个主要城市的 72 家食品和饮料中小企业 (SME) 的 72 名主管和 576 名员工。SPSS 和 AMOS 用于使用层次回归分析测试来检验研究假设。

发现

研究结果表明，仆人式领导对创新自我效能感和员工生产率存在显着正向影响。创新自我效能中介仆人式领导与员工生产力之间的关系。企业工作文化调节了创新自我效能与员工生产力之间的关系。

研究局限性/影响

未来需要更大样本的研究来确定仆人式领导、创新自我效能、企业工作文化和员工生产力之间的关系，不仅在食品和饮料中小企业，而且在其他行业。未来的研究需要使用实验和纵向研究设计来进行。

实际影响

根据这项研究的结果，存在三个重要的实际意义。首先，研究结果为中小企业管理者提供了新思路，即如何通过使用仆人式领导来提高员工的生产力，仆人式领导被认为是创新自我效能行为的主要驱动力。其次，创新自我效能感的中介作用要求管理者建立员工自我效能感行为，与员工分享更多的权力，让员工更多地参与决策，从而提高员工的信心和积极性，进而提高员工的工作效率。最后，管理者必须意识到在公司创造高效工作文化的必要性，采取各种行动，例如奖励高效员工，对公司的工作时间和公司目标做出明确规定，

原创性/价值

这是第一项建立和检验服务型领导、创新自我效能、企业工作文化和食品饮料中小企业员工生产力之间的直接和间接关系（中介和调节作用）的研究。