The Moderating Role of Servant Leadership of Selected Large Organisations in India Pertaining to Key Differences of Employees and Sectors

Leaders have very different ways of directing teams, divisions or even companies. Some are analytical, some charismatic and some go with their emotional intelligence. Different situations call for different types of leadership. Some require a sensitive negotiation while some would require an authoritative force. A person can have incisive mind, skilful training, years of experience but the leader still won’t be good if he doesn’t have emotional intelligence or an approach that engages followers in multiple dimensions (Example: relational, ethical, emotional and spiritual). It is an undeniable fact that there is a significant impact of leadership on the organisation worldwide and India is not an exception. A lack of coherence and clarity has been found around the construct. The study is to investigate the moderating roles of servant leadership on large organisations in India. The study mainly focusses on the call for research on servant leadership and its moderating roles and impacts in large organisations in India. Servant leadership could fill in a new role, can be considered more of a life style than a leadership style. The paper also discusses all in all the holistic picture of how and where the literature has been and where it should go in the future. The purpose of this study is to identify the impact of servant leadership style on employee performance. A sample size of around 164 was used from different private and government organizations employees in India, using convenience sampling technique. A five-point Likert scale questionnaire was used to determine the impact of leadership style on employee performance. SPSS software was used in analysing the questionnaires. Demographic analysis, reliability test, descriptive analysis and regression analysis were presented. Key Terms: Servant Leadership, Employee performance, Moderating Role, Large Organisations, Key sectors, leadership styles, Moderating roles