Servant Leadership and Socially Responsible Behaviour Of Employees of Oil Marketing Companies in Ghana: the Mediating Role of Ethical Climate

Abstract

ABSTRACT The study examined the effect of servant leadership on socially responsible behaviour among workers in oil marketing companies [OMCs] and controlled for the mediating effect of perceived CSR as well as the moderating effect of ethical climate. The study targeted OMCs in the Accra metropolis of Ghana which had an estimated population of 700 workers. The study adopted an explanatory research design owing to the cause-and-effect relationships the study sought to examine through structural equation modelling. A quantitative research approach was adopted. A structured questionnaire was used to collect the primary data. The convenience sampling technique was used to select the 216 participants that were surveyed. The path analysis proves servant leadership accounts for a moderate improvement in the state of socially responsible behaviour among workers in the OMCs. Servant leadership accounts for a weak improvement in the state of perceived CSR among workers in the OMCs. Furthermore, perceived CSR accounts for a moderate improvement in the state of socially responsible behaviour among workers in the OMCs. Perceived CSR partially mediates significantly and in a positive manner, the predictive relationship between servant leadership and socially responsible behaviour but ethical climate fails to significantly moderate such relation. Management of OMC should inculcate among their managerial leadership style the conceptualized servant leadership modelled in this context of study if the essence is to significantly influence employees to demonstrate socially responsible behaviour at their workplace to ensure efficient delivery of their assigned duties to promote excellence service delivery